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| Criterion |  Innovation How Might We |  Innovation Design Charrette |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 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 | Low | Medium | Low | Low |
Timedifferent | 30–45 min | Halber Tag bis mehrere Tage | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 10-50 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tags1 shared | FramingOpportunityIdeationQuestions | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |