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| Criterion |  Operations 5 Whys |  Innovation TRIZ |  Innovation Design Charrette |  Innovation SCAMPER |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 15-30 min | 1-4 h | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 10-50 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityReframingInnovation |