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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Design Charrette |  Operations 5 Whys |  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. | 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. | 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 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 | Medium | Low | Low |
Timedifferent | 1-3 h | Halber Tag bis mehrere Tage | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | 10-50 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityWorkshopDivergence |