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| Criterion |  Innovation Reverse Brainstorming |  Operations Root Cause Analysis |  Innovation Design Charrette |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-4 h | Halber Tag bis mehrere Tage | 15-30 min |
Participantsdifferent | 3-12 | 3-8 | 10-50 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingIdeationCreativityRisk | Root causeProblem solvingQualityIncident | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving |