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| Criterion |  Operations Bottleneck Analysis |  Innovation Worst Possible Idea |  Innovation Lotus Blossom |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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 | 1-3 h | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Bad Idea List, Reframed Concepts, Idea Shortlist | Lotus Diagram, Idea Themes, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | FlowMeasurementConstraints | IdeationCreativityDivergence | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityWorkshopDivergence |