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| Criterion |  Facilitation Lean Coffee |  Delivery RAID Log |  Operations Fault Tree Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-90 min | 30 min Setup, dann laufend | 2-6 h | 60-90 min |
Participantsdifferent | 3-20 | 1-3 maintaining, briefing for everyone | 3-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | RAID Log, Status Report Source | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | FacilitationAutonomyDialogue | RiskTrackingStakeholdersGovernance | RiskRoot causeSafety | StakeholdersFacilitationAlignmentGovernance |