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| Criterion |  Innovation Brainstorming |  Operations 5 Whys |  Innovation Lotus Blossom |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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 | Low |
Timedifferent | 30-60 min | 15-30 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 2-6 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Root cause notes, Countermeasures | Lotus Diagram, Idea Themes, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativity |