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| Criterion |  Operations Kepner-Tregoe |  Innovation Brainstorming |  Innovation Reverse Brainstorming |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-8 h | 30-60 min | 30-60 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk | FacilitationDecisionProblem solvingWorkshop |