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| Criterion |  Knowledge Modeling PARA Method |  Innovation Worst Possible Idea |  Innovation Double Diamond |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | The PARA Method organizes knowledge into Projects, Areas, Resources, and Archives. It creates order when digital notes, files, and tasks no longer cleanly fit current work. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h Setup, laufend | 20-45 min | Wochen bis Monate | 30-60 min |
Participantsdifferent | 1 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | PARA Structure, Project Notes, Knowledge Archive | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | KnowledgeProductivityOrganization | IdeationCreativityDivergence | ProcessDivergenceInnovation | BrainstormingIdeationCreativityWorkshopDivergence |