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| Criterion |  Operations Learning Review |  Innovation Design Charrette |  Innovation Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | Halber Tag bis mehrere Tage | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 10-50 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | LearningRetrospectiveIncidentOperations | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity |