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| Criterion |  Innovation Brainwriting |  Operations A3 Problem Solving |  Facilitation Mind Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | 45-90 min | 15-45 min | 15-30 min |
Participantsdifferent | 3-12 | 2-5 | 1-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | A3 Report, Action Plan, Root Cause Analysis | Mind Map, Topic Clusters, Open Questions | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | LeanProblem solvingCoachingOperations | BrainstormingIdeasMappingStructureFacilitation | Root causeIncidentLeanProblem solving |