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| Criterion |  Operations Failure Mode and Effects Analysis |  Facilitation Decision Jam |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 60-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 4-10 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Problem Cluster, Prioritized Challenge, Experiment | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | RiskQualityOperationsRoot cause | FacilitationDecisionProblem solvingWorkshop | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |