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| Criterion |  Operations 5 Whys |  Innovation Design Charrette |  Innovation SCAMPER |
|---|---|---|---|
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. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 15-30 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-6 | 10-50 | 2-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
