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| Criterion |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-4 h | 1-3 h | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 2-8 | 4-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation |