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| Criterion |  Innovation Brainstorming |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | DecisionChangeLearningStrategy | ChangeDecisionStrategy | BrainstormingIdeationCreativityRisk |