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Selected:Root Cause Tree AnalysisRapid IdeationReverse BrainstormingFailure Mode and Effects Analysis
| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rapid Ideation |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 5-20 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 1-20 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause |