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| Criterion |  Innovation Brainwriting |  Operations Fault Tree Analysis |  Innovation Design Charrette |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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 | High | Medium | Low |
Timedifferent | 15-30 min | 2-6 h | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 10-50 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | RiskRoot causeSafety | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |