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| Criterion |  Operations Gemba Walk |  Innovation Morphological Analysis |  Innovation Double Diamond |  Innovation Worst Possible Idea |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-3 h | Wochen bis Monate | 20-45 min |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Morphological Box, Concept Combinations, Idea Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Bad Idea List, Reframed Concepts, Idea Shortlist |
Tagsno overlap | LeanObservationProcessOperations | IdeationInnovationCreativity | ProcessDivergenceInnovation | IdeationCreativityDivergence |