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| Criterion |  Innovation Reverse Brainstorming |  Operations 5 Whys |  Operations A3 Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 15-30 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | 2-5 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence |