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| Criterion |  Operations Visual Management |  Innovation Reverse Brainstorming |  Facilitation 1-2-4-All |  Innovation Rolestorming |
|---|---|---|---|---|
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. | 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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 | Ongoing | 30-60 min | 10-20 min | 30-60 min |
Participantsdifferent | 1-20 | 3-12 | 4-100+ | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Reverse Ideas, Risk Themes, Solution Ideas | Idea List, Shared Insights, Emergent Themes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | SignalsOperationsVisual management | BrainstormingIdeationCreativityRisk | FacilitationInclusionIdeation | BrainstormingIdeationCreativity |