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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Operations Gemba Walk |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 3-12 | 2-5 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations | BrainstormingIdeationCreativityDivergenceWorkshop |