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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
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. | 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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 30-60 min | 5-20 min |
Participantsdifferent | 2-6 | 3-12 | 4-12 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed |