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| Criterion |  Operations After-Action Review |  Innovation SCAMPER |  Innovation Rolestorming |
|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | SCAMPER Idea List, Concept Shortlist, Variation Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | LearningOperationsImprovement | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
