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| Criterion |  Innovation Rolestorming |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|
Purposedifferent | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 30-60 min | 15-30 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BrainstormingIdeationCreativity | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |
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