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| Criterion |  Innovation Design Thinking |  Innovation Worst Possible Idea |  Innovation Design Sprint |  Innovation Brainstorming |
|---|---|---|---|---|
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 a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 20-45 min | 4-5 Tage | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 5-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Bad Idea List, Reframed Concepts, Idea Shortlist | Prototype, Test Findings, Decision Rationale | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | InnovationPrototypeResearch | IdeationCreativityDivergence | Design sprintPrototypeValidationInnovation | BrainstormingIdeationCreativityWorkshopDivergence |