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| Criterion |  Innovation Brainstorming |  Operations ALPEN Method |  Innovation Design Charrette |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 10-20 min daily | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 4-12 | 1 | 10-50 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Daily Plan, Time Estimates, Review Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | PlanningTime managementProductivityOperations | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity |