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| Criterion |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Facilitation 1-2-4-All |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 10-20 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 4-100+ | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Idea List, Shared Insights, Emergent Themes | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | FacilitationInclusionIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |