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| Criterion |  Operations Fault Tree Analysis |  Facilitation Open Space Technology |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 complex topic does not yet have a fitting agenda, Open Space Technology hands topic ownership back to the participants. The format suits questions that only move forward when real interest determines the order. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 2-6 h | 0.5-2 Tage | 1-2 h | 60-90 min |
Participantsdifferent | 3-8 | 20-500+ | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Session Marketplace, Proceedings, Action Topics | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskRoot causeSafety | FacilitationLarge groupAutonomy | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |