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| Criterion |  Innovation Double Diamond |  Systems Thinking Leverage Points |  Innovation Worst Possible Idea |  Innovation Brainstorming |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 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 | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate | Half day | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Leverage Map, Action Strategy | Bad Idea List, Reframed Concepts, Idea Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ProcessDivergenceInnovation | Systems thinkingChangeStrategy | IdeationCreativityDivergence | BrainstormingIdeationCreativityWorkshopDivergence |