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| Criterion |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Facilitation 1-2-4-All |  Innovation 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. | 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. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 10-20 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 4-100+ | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Idea List, Shared Insights, Emergent Themes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | FacilitationInclusionIdeation | BrainstormingIdeationCreativityWorkshopDivergence |