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| Criterion |  Operations Fault Tree Analysis |  Facilitation Mind Mapping |  Innovation Brainstorming |  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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | Low | Low | Low |
Timedifferent | 2-6 h | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 1-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Mind Map, Topic Clusters, Open Questions | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | RiskRoot causeSafety | BrainstormingIdeasMappingStructureFacilitation | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |