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| Criterion |  Operations PDCA Cycle |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 20-45 min | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | Continuous improvementLeanExperiments | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
