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| Criterion |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  Innovation Rapid Ideation |  Innovation Crazy 8s |
|---|---|---|---|---|
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. | 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 a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | 1-3 h | 5-20 min | 8-15 min |
Participantsdifferent | 2-6 | 2-8 | 1-20 | 1-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | BrainstormingIdeationDivergenceSpeed | BrainstormingSketchingSpeedDivergenceDesign sprint |