View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations 5 Whys |  Innovation SCAMPER |  Operations A3 Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-30 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-10 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |