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| Criterion |  Operations Fault Tree Analysis |  Innovation SCAMPER |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | High | Low | Low | Low |
Timedifferent | 2-6 h | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 2-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskRoot causeSafety | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |