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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Crazy 8s |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 8-15 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 1-10 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Sketch Set, Idea Shortlist, Direction Options | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |