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| Criterion |  Operations Process Mapping |  Innovation Double Diamond |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|---|
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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | Wochen bis Monate | 20-45 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | ProcessOperationsImprovement | ProcessDivergenceInnovation | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |