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| Criterion |  Operations Gemba Walk |  Innovation Contradiction Analysis |  Innovation Lotus Blossom |  Innovation SCAMPER |
|---|---|---|---|---|
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 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-120 min | 60-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 3-10 | 2-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Lotus Diagram, Idea Themes, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanObservationProcessOperations | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityReframingInnovation |