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| Criterion |  Operations Process Mapping |  Innovation Crazy 8s |  Operations After-Action Review |  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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Low | Low |
Timedifferent | 1-3 h | 8-15 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-10 | 1-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Sketch Set, Idea Shortlist, Direction Options | Lessons learned, Action items, Event summary | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingSketchingSpeedDivergenceDesign sprint | LearningOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence |