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| Criterion |  Operations A3 Problem Solving |  Innovation Brainwriting |  Operations After-Action Review |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 15-30 min | 20-45 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-5 | 3-12 | 3-12 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Idea sheets, Expanded concepts, Prioritized list | Lessons learned, Action items, Event summary | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | LeanProblem solvingCoachingOperations | BrainstormingCollaborationInclusionIdeas | LearningOperationsImprovement | BrainstormingWorkshopCollaborationIdeation |