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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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 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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |