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| Criterion |  Operations Fault Tree Analysis |  Innovation Design Charrette |  Decision Making Assumption Surfacing |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | Halber Tag bis mehrere Tage | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 10-50 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Assumption List, Critical Assumptions, Learning Plan | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | RiskRoot causeSafety | BrainstormingWorkshopCollaborationIdeation | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityRisk |