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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Crazy 8s |  Operations Barrier Analysis |  Innovation Rapid Ideation |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 8-15 min | 2-4 h | 5-20 min |
Participantsdifferent | 3-8 | 1-10 | 2-6 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Sketch Set, Idea Shortlist, Direction Options | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | BrainstormingSketchingSpeedDivergenceDesign sprint | Root causeSafetyIncident | BrainstormingIdeationDivergenceSpeed |