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| Criterion |  Operations 5 Whys |  Innovation SCAMPER |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 15-30 min | 30-60 min | 2-8 h | 30-60 min |
Participantsdifferent | 2-6 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence |