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| Criterion |  Innovation Worst Possible Idea |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 20-45 min | 2-8 h | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | IdeationCreativityDivergence | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
