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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Reverse Brainstorming |  Innovation Rolestorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityDivergenceWorkshop |