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| Criterion |  Operations Accountability Ladder |  Innovation SCAMPER |  Innovation Rolestorming |
|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | 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 |
Timedifferent | 20-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | ResponsibilityLeadershipTeam | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativity |
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