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| Criterion |  Systems Thinking Leverage Points |  Innovation SCAMPER |  Innovation Morphological Analysis |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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 | High | Low | Medium | Low |
Timedifferent | Half day | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | SCAMPER Idea List, Concept Shortlist, Variation Notes | Morphological Box, Concept Combinations, Idea Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | BrainstormingIdeationCreativityReframingInnovation | IdeationInnovationCreativity | BrainstormingIdeationCreativity |