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| Criterion |  Decision Making Red Teaming |  Innovation Reverse Brainstorming |  Innovation SCAMPER |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. | 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. | 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 | High | Low | Low | Low |
Timedifferent | 1-4 h | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Reverse Ideas, Risk Themes, Solution Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | RiskDecisionSensemaking | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativity |