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| Criterion |  Operations Gemba Walk |  Facilitation Mind Mapping |  Innovation Brainwriting |  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 topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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 | Low | Medium |
Timedifferent | 30-120 min | 15-45 min | 15-30 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-6 | 1-10 | 3-12 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Mind Map, Topic Clusters, Open Questions | Idea sheets, Expanded concepts, Prioritized list | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeasMappingStructureFacilitation | BrainstormingCollaborationInclusionIdeas | BrainstormingWorkshopCollaborationIdeation |