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| Criterion |  Operations Fault Tree Analysis |  Facilitation Stakeholder Mapping |  Operations Failure Mode and Effects Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 2-6 h | 60–90 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-8 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Stakeholder Map, Engagement Plan, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskRoot causeSafety | StakeholdersAlignmentFacilitationChange | RiskQualityOperationsRoot cause | StakeholdersFacilitationAlignmentPlanning |