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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Starbursting |  Innovation Reverse Brainstorming |  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. | Helps clarify ideas, open questions, and testable next steps in concrete terms. It opens the thinking space, collects ideas, and leads to testable options. The result is captured as a star-shaped question map, question list, and assumption list. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | Low | High |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 3-10 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Star-Shaped Question Map, Question List, Assumption List | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationWorkshopDiscovery | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause |