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| Criterion |  Operations Bottleneck Analysis |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 1-3 h | 20-45 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | FlowMeasurementConstraints | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |
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