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| Criterion |  Facilitation Lean Coffee |  Operations Root Cause Analysis |  Operations Barrier Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-4 h | 2-4 h | 1-3 h |
Participantsdifferent | 3-20 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | FacilitationAutonomyDialogue | Root causeProblem solvingQualityIncident | Root causeSafetyIncident | Root causeTreeIncidentQuality |