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| Criterion |  Innovation Design Charrette |  Operations 5 Whys |  Operations Kepner-Tregoe |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | 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 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 | Medium | Low | High | Low |
Timedifferent | Halber Tag bis mehrere Tage | 15-30 min | 2-8 h | 30-60 min |
Participantsdifferent | 10-50 | 2-6 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence |