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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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. | 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 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 | Wochen bis Monate | 30-120 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | IdeationCreativityDivergence | BrainstormingIdeationCreativityWorkshopDivergence |