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| Criterion |  Operations Process Mapping |  Innovation Design Charrette |  Innovation Morphological Analysis |  Innovation Reverse 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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | Halber Tag bis mehrere Tage | 1-3 h | 30-60 min |
Participantsdifferent | 3-10 | 10-50 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Morphological Box, Concept Combinations, Idea Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingWorkshopCollaborationIdeation | IdeationInnovationCreativity | BrainstormingIdeationCreativityRisk |