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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rolestorming |  Innovation Design Charrette |  Operations Root Cause 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 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | Halber Tag bis mehrere Tage | 1-4 h |
Participantsdifferent | 2-8 | 3-12 | 10-50 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativity | BrainstormingWorkshopCollaborationIdeation | Root causeProblem solvingQualityIncident |