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| Criterion |  Agile Ideal Days |  Innovation Reverse Brainstorming |  Innovation Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | 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. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-9 | 3-12 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | EstimationEffortAgile | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityDivergenceWorkshop |