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| Criterion |  Decision Making PERT Estimation |  Innovation SCAMPER |  Innovation Reverse Brainstorming |
|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | EstimationUncertaintyRisk | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk |
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