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| Criterion |  Innovation Reverse Brainstorming |  Operations Fault Tree Analysis |  Innovation Design Charrette |  Innovation Rolestorming |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 10-50 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | RiskRoot causeSafety | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity |