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| Criterion |  Innovation Brainstorming |  Operations Gemba Walk |  Innovation Rapid Ideation |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-120 min | 5-20 min | 30-60 min |
Participantsdifferent | 4-12 | 2-6 | 1-20 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Observation Notes, Improvement Ideas | Ideenpool, Roh-Shortlist, Cluster | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | LeanObservationProcessOperations | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityRisk |