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| Criterion |  Innovation Rolestorming |  Operations 5 Whys |  Operations Root Cause Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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. | 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 | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativity | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityWorkshopDivergence |