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| Criterion |  Operations Fault Tree Analysis |  Facilitation Lean Coffee |  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 a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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 | 30-90 min | 2-6 h | 2-4 h |
Participantsdifferent | 3-8 | 3-20 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Prioritized Topics, Discussion Notes, Action Items | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | RiskRoot causeSafety | FacilitationAutonomyDialogue | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |