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| Criterion |  Innovation Brainwriting |  Innovation Design Charrette |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Low |
Timedifferent | 15-30 min | Halber Tag bis mehrere Tage | 1-4 h | 15-30 min |
Participantsdifferent | 3-12 | 10-50 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | BrainstormingWorkshopCollaborationIdeation | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |