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| Criterion |  Innovation Design Charrette |  Innovation Rolestorming |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Halber Tag bis mehrere Tage | 30-60 min | 15-30 min | 1-4 h |
Participantsdifferent | 10-50 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |