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| Criterion |  Innovation Design Thinking |  Operations Root Cause Tree Analysis |  Innovation TRIZ |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-3 h | 1-4 h | 1-4 h |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Cause Tree, Evidence Notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | InnovationPrototypeResearch | Root causeTreeIncidentQuality | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident |