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| Criterion |  Operations Fault Tree Analysis |  Facilitation Decision Jam |  Facilitation Consensus Workshop |  Operations 5 Whys |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 60-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-8 | 4-10 | 5-30 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas | Root cause notes, Countermeasures |
Tagsno overlap | RiskRoot causeSafety | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment | Root causeIncidentLeanProblem solving |