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| Criterion |  Operations Process Mapping |  Innovation Worst Possible Idea |  Innovation Crazy 8s |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. | 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 | Low |
Timedifferent | 1-3 h | 20-45 min | 8-15 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 1-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Bad Idea List, Reframed Concepts, Idea Shortlist | Sketch Set, Idea Shortlist, Direction Options | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | ProcessOperationsImprovement | IdeationCreativityDivergence | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityRisk |