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| Criterion |  Innovation Rapid Ideation |  Operations Gemba Walk |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 5-20 min | 30-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-20 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideenpool, Roh-Shortlist, Cluster | Observation Notes, Improvement Ideas | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationDivergenceSpeed | LeanObservationProcessOperations | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |