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| Criterion |  Operations Kepner-Tregoe |  Innovation SCAMPER |  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 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. | 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 | 2-10 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | FMEA Table, Risk Priority, Mitigation Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityReframingInnovation | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |