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| Criterion |  Operations Kepner-Tregoe |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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. | 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 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 | High | Low |
Timedifferent | 2-8 h | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |