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| Criterion |  Innovation Design Charrette |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | High | Low |
Timedifferent | Halber Tag bis mehrere Tage | 2-8 h | 2-6 h | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |