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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation Lotus Blossom |  Innovation Reverse 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 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 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Lotus Diagram, Idea Themes, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityRisk |