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| Criterion |  Innovation Reverse Brainstorming |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | ChangeDecisionStrategy | DecisionChangeLearningStrategy | BrainstormingIdeationCreativity |