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| Criterion |  Operations Process Mapping |  Innovation Morphological Analysis |  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. | 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. | 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 | 1-3 h | 20-45 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Morphological Box, Concept Combinations, Idea Shortlist | Lessons learned, Action items, Event summary | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | IdeationInnovationCreativity | LearningOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence |