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| Criterion |  Innovation Crazy 8s |  Operations Root Cause Tree Analysis |  Operations Barrier Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 8-15 min | 1-3 h | 2-4 h | 1-4 h |
Participantsdifferent | 1-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | Root causeTreeIncidentQuality | Root causeSafetyIncident | Root causeProblem solvingQualityIncident |