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| Criterion |  Innovation SCAMPER |  Operations Root Cause Analysis |  Innovation Brainstorming |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-10 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Idea pool, Theme clusters, Shortlist | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityWorkshopDivergence | Root causeIncidentLeanProblem solving |