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| Criterion |  Operations Change Analysis |  Decision Making Red Teaming |  Operations Fault Tree Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-120 min | 1-4 h | 2-6 h | 2-4 h |
Participantsdifferent | 2-6 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Challenge Findings, Risk Register, Mitigation Plan | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionSensemaking | RiskRoot causeSafety | Root causeSafetyIncident |