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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rolestorming |  Operations 5 Whys |  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 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Root cause notes, Countermeasures | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativity | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityWorkshopDivergence |