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| Criterion |  Operations Gemba Walk |  Innovation Double Diamond |  Innovation Design Charrette |  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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Medium | Low |
Timedifferent | 30-120 min | Wochen bis Monate | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 10-50 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanObservationProcessOperations | ProcessDivergenceInnovation | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityReframingInnovation |