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| Criterion |  Decision Making Decision Tree |  Operations Barrier Analysis |  Decision Making Assumption Surfacing |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 1-3 h |
Participantsdifferent | 1-6 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Assumption List, Critical Assumptions, Learning Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | DecisionTreeOptions | Root causeSafetyIncident | AssumptionsRiskDecisionDiscovery | Root causeTreeIncidentQuality |