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| Criterion |  Innovation Design Thinking |  Innovation Reverse Brainstorming |  Innovation Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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 | High | Low | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 2-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | InnovationPrototypeResearch | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityReframingInnovation |