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| Criterion |  Innovation Double Diamond |  Operations PDCA Cycle |  Systems Thinking Current Reality Tree |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Low | High | Low |
Timedifferent | Wochen bis Monate | 1 h bis mehrere Wochen | 2-6 h | 15-30 min |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | ProcessDivergenceInnovation | Continuous improvementLeanExperiments | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |