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| Criterion |  Innovation Reverse Brainstorming |  Operations Family Tree Analysis |  Innovation Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
Purposedifferent | 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 a series of incidents with a similar pattern, the method arranges individual events as branches of a common origin. It makes visible which conditions keep recurring. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 5-20 min |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 1-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Family Tree Diagram, Pattern Notes, Systemic Measures | Idea pool, Theme clusters, Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | BrainstormingIdeationCreativityRisk | Root causePatternsIncidentSystemic | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationDivergenceSpeed |