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| Criterion |  Product Strategy Impact Mapping |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 5-20 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 1-20 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativity |