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| Criterion |  Systems Thinking Causal Loop Diagram |  Innovation Reverse Brainstorming |  Innovation Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity |