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| Criterion |  Operations Gemba Walk |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|
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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-120 min | 20-45 min | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 2-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanObservationProcessOperations | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
