View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations A3 Problem Solving |  Innovation Double Diamond |  Innovation Design Charrette |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate | Halber Tag bis mehrere Tage | 30-120 min |
Participantsdifferent | 2-5 | 3-12 | 10-50 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProcessDivergenceInnovation | BrainstormingWorkshopCollaborationIdeation | LeanObservationProcessOperations |