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| Criterion |  Decision Making PERT Estimation |  Innovation Brainstorming |  Innovation Crazy 8s |  Innovation Rapid Ideation |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 8-15 min | 5-20 min |
Participantsdifferent | 1-8 | 4-12 | 1-10 | 1-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Idea pool, Theme clusters, Shortlist | Sketch Set, Idea Shortlist, Direction Options | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | EstimationUncertaintyRisk | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationDivergenceSpeed |