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| Criterion |  Operations Process Mapping |  Innovation Contradiction Analysis |  Innovation Lotus Blossom |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Lotus Diagram, Idea Themes, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityWorkshopDivergence |