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| Criterion |  Operations 5 Whys |  Innovation Brainstorming |  Innovation Reverse Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-30 min | 30-60 min | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-6 | 4-12 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation |