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| Criterion |  Operations Fault Tree Analysis |  Facilitation Alignment Mapping |  Operations Barrier Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-6 h | 1-2 h | 2-4 h | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Alignment Map, Open Issues, Decision Questions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskRoot causeSafety | AlignmentStakeholdersStrategyFacilitation | Root causeSafetyIncident | StakeholdersFacilitationAlignmentGovernance |