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| Criterion |  Operations A3 Problem Solving |  Innovation Rolestorming |  Facilitation 1-2-4-All |  Innovation Brainstorming |
|---|---|---|---|---|
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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 10-20 min | 30-60 min |
Participantsdifferent | 2-5 | 3-12 | 4-100+ | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Shared Insights, Emergent Themes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativity | FacilitationInclusionIdeation | BrainstormingIdeationCreativityWorkshopDivergence |