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| Criterion |  Operations Fault Tree Analysis |  Facilitation Delegation Poker |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|---|
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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 2-6 h | 45-90 min | 2-6 h | 2-4 h |
Participantsdifferent | 3-8 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Delegation Board, Decision Boundaries, Role Agreements | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | RiskRoot causeSafety | AutonomyRolesTeam | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |