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| Criterion |  Operations 5 Whys |  Innovation SCAMPER |  Innovation Rolestorming |
|---|---|---|---|
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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitysame | Low | Low | Low |
Timedifferent | 15-30 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 2-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
