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| Criterion |  Innovation Brainstorming |  Product Discovery Assumption Mapping |  Innovation Reverse Brainstorming |  Architecture Risk Storming |
|---|---|---|---|---|
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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-60 min | 30-60 min | 60-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Assumption map, Test backlog, Risk ranking | Reverse Ideas, Risk Themes, Solution Ideas | Annotated Diagram, Prioritized Risk List, Action Backlog |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | AssumptionsRiskExperimentsValidation | BrainstormingIdeationCreativityRisk | RiskArchitectureWorkshopValidation |