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| Criterion |  Innovation Double Diamond |  Innovation Design Thinking |  Operations Root Cause Tree Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Wochen bis Monate | 1 Tag bis mehrere Wochen | 1-3 h | 15-30 min |
Participantsdifferent | 3-12 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Problem Statement, Prototype, Test Learnings | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | ProcessDivergenceInnovation | InnovationPrototypeResearch | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |