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| Criterion |  Operations Kepner-Tregoe |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 2-8 h | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-10 |
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 | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityDivergenceWorkshop |