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| Criterion |  Operations 5 Whys |  Innovation SCAMPER |  Innovation Design Charrette |  Innovation Reverse 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. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-30 min | 30-60 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-6 | 2-10 | 10-50 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |