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| Criterion |  Innovation Rolestorming |  Operations 5 Whys |  Innovation Lotus Blossom |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 15-30 min | 45-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 2-6 | 3-10 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Root cause notes, Countermeasures | Lotus Diagram, Idea Themes, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | BrainstormingIdeationCreativity | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingWorkshopCollaborationIdeation |