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| Criterion |  Innovation Double Diamond |  Innovation Design Thinking |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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 | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate | 1 Tag bis mehrere Wochen | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Problem Statement, Prototype, Test Learnings | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | ProcessDivergenceInnovation | InnovationPrototypeResearch | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |