View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Innovation Double Diamond |
|---|---|---|---|---|
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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 20-45 min | 45-90 min | Wochen bis Monate |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | ProcessDivergenceInnovation |