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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Operations 5 Whys |
|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-8 | 4-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | Root causeIncidentLeanProblem solving |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
