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| Criterion |  Operations Fault Tree Analysis |  Facilitation World Café |  Facilitation Lean Coffee |  Operations Barrier Analysis |
|---|---|---|---|---|
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 group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-6 h | 60-180 min | 30-90 min | 2-4 h |
Participantsdifferent | 3-8 | 12-100+ | 3-20 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Table Notes, Emergent Themes, Shared Questions | Prioritized Topics, Discussion Notes, Action Items | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | RiskRoot causeSafety | FacilitationDialogueLarge groupSensemaking | FacilitationAutonomyDialogue | Root causeSafetyIncident |