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| Criterion |  Decision Making PERT Estimation |  Innovation Rapid Ideation |  Innovation Reverse Brainstorming |  Innovation Crazy 8s |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 5-20 min | 30-60 min | 8-15 min |
Participantsdifferent | 1-8 | 1-20 | 3-12 | 1-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideenpool, Roh-Shortlist, Cluster | Reverse Ideas, Risk Themes, Solution Ideas | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | EstimationUncertaintyRisk | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityRisk | BrainstormingSketchingSpeedDivergenceDesign sprint |