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| Criterion |  Operations Root Cause Tree Analysis |  Facilitation Responsibility Poker |  Operations Failure Mode and Effects Analysis |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 45-90 min |
Participantsdifferent | 2-8 | 3-10 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Responsibility Map, Role Agreements, Open Questions | FMEA Table, Risk Priority, Mitigation Actions | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | Root causeTreeIncidentQuality | RolesResponsibilityTeamFacilitation | RiskQualityOperationsRoot cause | RolesResponsibilityGovernanceOperations |