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| Criterion |  Operations Fault Tree Analysis |  Facilitation Lean Coffee |  Facilitation Stakeholder Salience Model |  Delivery RAID Log |
|---|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 30-90 min | 60-90 min | 30 min Setup, dann laufend |
Participantsdifferent | 3-8 | 3-20 | 3-6 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Prioritized Topics, Discussion Notes, Action Items | Salience Diagram, Strategy per Class | RAID Log, Status Report Source |
Tagsno overlap | RiskRoot causeSafety | FacilitationAutonomyDialogue | StakeholdersFacilitationAlignmentGovernance | RiskTrackingStakeholdersGovernance |