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| Criterion |  Operations Process Mapping |  Innovation Brainstorming |  Innovation Rolestorming |
|---|---|---|---|
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 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 | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
