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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rolestorming |  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 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 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 | High |
Timedifferent | 1-3 h | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativity | RiskQualityOperationsRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
