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| Criterion |  Operations Gemba Walk |  Innovation Brainstorming |  Innovation Contradiction Analysis |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | 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 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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-120 min | 30-60 min | 60-120 min | 1-4 h |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity |