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| Criterion |  Operations Fault Tree Analysis |  Innovation Reverse Brainstorming |  Operations Barrier Analysis |  Innovation 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. | 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. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 30-60 min | 2-4 h | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Reverse Ideas, Risk Themes, Solution Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskRoot causeSafety | BrainstormingIdeationCreativityRisk | Root causeSafetyIncident | BrainstormingIdeationCreativityWorkshopDivergence |