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| Criterion |  Operations Process Mapping |  Innovation Design Charrette |  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. | 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. | 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 | Medium | Low | Low |
Timedifferent | 1-3 h | Halber Tag bis mehrere Tage | 20-45 min | 30-60 min |
Participantsdifferent | 3-10 | 10-50 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lessons learned, Action items, Event summary | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingWorkshopCollaborationIdeation | LearningOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence |