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Selected:Root Cause Tree AnalysisBrainstormingFailure Mode and Effects AnalysisReverse Brainstorming
| Criterion |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Operations Failure Mode and Effects Analysis |  Innovation Reverse 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. | 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 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 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 | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityRisk |