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| Criterion |  Operations Fault Tree Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |  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 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. | 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. | 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 | Medium | Low | Low |
Timedifferent | 2-6 h | 60-90 min | 60–90 min | 30 min Setup, dann laufend |
Participantsdifferent | 3-8 | 3-6 | 2-8 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes | RAID Log, Status Report Source |
Tagsno overlap | RiskRoot causeSafety | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange | RiskTrackingStakeholdersGovernance |