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| Criterion |  Innovation Worst Possible Idea |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | 2-6 h | 15-30 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityWorkshopDivergence |