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| Criterion |  Innovation Rolestorming |  Operations Failure Mode and Effects Analysis |  Operations A3 Problem Solving |  Innovation Reverse 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 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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | FMEA Table, Risk Priority, Mitigation Actions | A3 Report, Action Plan, Root Cause Analysis | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingIdeationCreativity | RiskQualityOperationsRoot cause | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityRisk |