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| Criterion |  Operations Visual Management |  Innovation Brainstorming |  Innovation TRIZ |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | Ongoing | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 1-20 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | SignalsOperationsVisual management | BrainstormingIdeationCreativityWorkshopDivergence | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation |