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| Criterion |  Operations Fault Tree Analysis |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 2-6 h | 30-90 min | 45-90 min | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | RiskRoot causeSafety | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery | Systems thinkingRoot causeConstraintsCausality |