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| Criterion |  Decision Making Red Teaming |  Operations Fault Tree Analysis |  Operations Barrier Analysis |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h | 2-6 h | 2-4 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-8 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | RiskDecisionSensemaking | RiskRoot causeSafety | Root causeSafetyIncident | Root causeSafetySystemicIncident |