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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Operations Fishbone Diagram |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 1-6 Wochen |
Participantsdifferent | 3-12 | 2-5 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Fishbone Diagram, Cause Categories, Investigation Backlog | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | Root causeQualityOperations | QualityProblem solvingRoot cause |