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 AnalysisReverse BrainstormingBrainstormingFailure Mode and Effects Analysis
| Criterion |  Operations Root Cause Tree Analysis |  Innovation Reverse Brainstorming |  Innovation 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. | 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. | 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 | 30-60 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause |