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| Criterion |  Innovation Brainwriting |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low | Low |
Timedifferent | 15-30 min | 2-8 h | 15-45 min | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 1-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Problem Analysis, Decision Analysis, Risk Plan | Mind Map, Topic Clusters, Open Questions | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | Problem solvingRoot causeDecisionOperations | BrainstormingIdeasMappingStructureFacilitation | Root causeIncidentLeanProblem solving |