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| Criterion |  Operations Fault Tree Analysis |  Facilitation 1-2-4-All |  Innovation Brainwriting |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 10-20 min | 15-30 min | 30-60 min |
Participantsdifferent | 3-8 | 4-100+ | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Idea List, Shared Insights, Emergent Themes | Idea sheets, Expanded concepts, Prioritized list | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | RiskRoot causeSafety | FacilitationInclusionIdeation | BrainstormingCollaborationInclusionIdeas | BrainstormingIdeationCreativityRisk |