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| Criterion |  Innovation Crazy 8s |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Innovation Reverse 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 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. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 8-15 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 2-8 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |