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| Criterion |  Operations Process Mapping |  Innovation Reverse Brainstorming |  Innovation Crazy 8s |  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 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. | 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. | 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 | 30-60 min | 8-15 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 1-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Sketch Set, Idea Shortlist, Direction Options | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityRisk | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityWorkshopDivergence |