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| Criterion |  Innovation Rapid Ideation |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 5-20 min | 30-120 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideenpool, Roh-Shortlist, Cluster | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingIdeationDivergenceSpeed | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop |