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| Criterion |  Systems Thinking Evaporating Cloud |  Innovation Brainstorming |  Systems Thinking Future Reality Tree |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | Medium | Low | High | Low |
Timedifferent | 60-120 min | 30-60 min | 2-4 h | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Idea pool, Theme clusters, Shortlist | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | BrainstormingIdeationCreativityWorkshopDivergence | Theory of ConstraintsSystems thinkingChange | BrainstormingIdeationCreativityRisk |