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| Criterion |  Innovation Brainstorming |  Decision Making Red Teaming |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Challenge Findings, Risk Register, Mitigation Plan | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | RiskDecisionSensemaking | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop |