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| Criterion |  Innovation Design Charrette |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Halber Tag bis mehrere Tage | 15-30 min | 1-3 h | 45-90 min |
Participantsdifferent | 10-50 | 2-6 | 2-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityDivergenceWorkshop |