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| Criterion |  Innovation Brainstorming |  Innovation TRIZ |  Operations A3 Problem Solving |  Innovation SCAMPER |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | High | Medium | Low |
Timedifferent | 30-60 min | 1-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 2-5 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityReframingInnovation |