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| Criterion |  Operations Fault Tree Analysis |  Decision Making Argument Mapping |  Operations 5 Whys |  Decision Making Red Teaming |
|---|---|---|---|---|
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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 2-6 h | 1-3 h | 15-30 min | 1-4 h |
Participantsdifferent | 3-8 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Argument Map, Evidence Gaps, Decision Rationale | Root cause notes, Countermeasures | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | RiskRoot causeSafety | SensemakingDecisionRationale | Root causeIncidentLeanProblem solving | RiskDecisionSensemaking |