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| Criterion |  Product Discovery Jobs to Be Done |  Facilitation 1-2-4-All |  Innovation Rolestorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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. | 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 | Low | Low |
Timedifferent | 1-3 Wochen | 10-20 min | 30-60 min | 30-60 min |
Participantsdifferent | 5-12 Interviews | 4-100+ | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Idea List, Shared Insights, Emergent Themes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | CustomerOutcomesNeeds | FacilitationInclusionIdeation | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk |