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| Criterion |  Operations Process Mapping |  Innovation Rolestorming |  Innovation Morphological Analysis |  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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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. | 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 | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Morphological Box, Concept Combinations, Idea Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativity | IdeationInnovationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |