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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rapid Ideation |  Operations Failure Mode and Effects Analysis |  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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 5-20 min | 2-6 h | 30-60 min |
Participantsdifferent | 2-8 | 1-20 | 3-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | FMEA Table, Risk Priority, Mitigation Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationDivergenceSpeed | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |