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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation Morphological Analysis |  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 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 search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 20-45 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Morphological Box, Concept Combinations, Idea Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | IdeationInnovationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |