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| Criterion |  Agile Ideal Days |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 15-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-9 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | EstimationEffortAgile | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
