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| Criterion |  Operations Kepner-Tregoe |  Innovation SCAMPER |  Operations Fishbone Diagram |  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 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 2-8 h | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityReframingInnovation | Root causeQualityOperations | BrainstormingIdeationCreativityWorkshopDivergence |