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| Criterion |  Operations Root Cause Tree Analysis |  Innovation SCAMPER |  Operations 5 Whys |
|---|---|---|---|
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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-8 | 2-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityReframingInnovation | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
