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| Criterion |  Operations Root Cause Tree Analysis |  Operations 5 Whys |  Innovation Rapid Ideation |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | 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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 15-30 min | 5-20 min | 30-60 min |
Participantsdifferent | 2-8 | 2-6 | 1-20 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityWorkshopDivergence |