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| Criterion |  Decision Making Red Teaming |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects 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 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | High | Medium | High |
Timedifferent | 1-4 h | 1-3 h | 2-6 h |
Participantsdifferent | 3-8 | 2-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | RiskDecisionSensemaking | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
