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| Criterion |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 10-30 min je Item | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | EstimationUncertaintyRisk | EstimationUncertaintyForecasting | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |