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| Criterion |  Innovation Crazy 8s |  Decision Making Pre-Mortem |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 8-15 min | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | Small cross-functional group | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |