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| Criterion |  Innovation Brainwriting |  Operations Process Mapping |  Facilitation 1-2-4-All |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | 1-3 h | 10-20 min | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 4-100+ | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Process Map, Handoff List, Improvement Backlog | Idea List, Shared Insights, Emergent Themes | Lessons learned, Action items, Event summary |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | ProcessOperationsImprovement | FacilitationInclusionIdeation | LearningOperationsImprovement |