View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
Selected:Root Cause Tree AnalysisFailure Mode and Effects AnalysisReverse BrainstormingBrainstorming
| Criterion |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |  Innovation Reverse Brainstorming |  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 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. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |