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| Criterion |  Operations Process Mapping |  Innovation Brainstorming |  Innovation Contradiction Analysis |
|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 60-120 min |
Participantsdifferent | 3-10 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | ContradictionsInnovationProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
