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| Criterion |  Operations Gemba Walk |  Innovation Lotus Blossom |  Innovation Double Diamond |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | Wochen bis Monate | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-6 | 3-10 | 3-12 | 10-50 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lotus Diagram, Idea Themes, Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityDivergenceWorkshop | ProcessDivergenceInnovation | BrainstormingWorkshopCollaborationIdeation |