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| Criterion |  Operations Kepner-Tregoe |  Innovation Brainstorming |  Operations Failure Mode and Effects Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 2-8 h | 30-60 min | 2-6 h | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause | FacilitationDecisionProblem solvingWorkshop |