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| Criterion |  Innovation SCAMPER |  Operations Barrier Analysis |  Innovation Reverse Brainstorming |  Operations Fault Tree Analysis |
|---|---|---|---|---|
Purposedifferent | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 2-6 h |
Participantsdifferent | 2-10 | 2-6 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | Root causeSafetyIncident | BrainstormingIdeationCreativityRisk | RiskRoot causeSafety |