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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rolestorming |  Operations Failure Mode and Effects Analysis |  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. | 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. | 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 | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativity | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityDivergenceWorkshop |