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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Design Thinking |  Innovation Design Sprint |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | High | High | Low |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 4-5 Tage | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 5-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | Root causeIncidentLeanProblem solving |