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| Criterion |  Innovation TRIZ |  Operations Gemba Walk |  Innovation Lotus Blossom |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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. | 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 | High | Low | Low | Low |
Timedifferent | 1-4 h | 30-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 2-6 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas | Lotus Diagram, Idea Themes, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityWorkshopDivergence |