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| Criterion |  Innovation Crazy 8s |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | 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 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 8-15 min | 2-8 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-10 | 2-8 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |