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| Criterion |  Innovation Double Diamond |  Operations A3 Problem Solving |  Innovation Brainstorming |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 30-60 min | 30-120 min |
Participantsdifferent | 3-12 | 2-5 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence | LeanObservationProcessOperations |