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| Criterion |  Innovation Reverse Brainstorming |  Operations Fault Tree Analysis |  Operations Barrier Analysis |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | RiskRoot causeSafety | Root causeSafetyIncident | BrainstormingIdeationCreativity |