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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|
Purposedifferent | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
