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| Criterion |  Operations Gemba Walk |  Innovation Lotus Blossom |  Innovation Design Charrette |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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 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. | 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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 45-90 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 10-50 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lotus Diagram, Idea Themes, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |