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| Criterion |  Innovation Reverse Brainstorming |  Knowledge Modeling Knowledge Mapping |  Innovation SCAMPER |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Knowledge Map, Critical Knowledge Areas, Transfer Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | KnowledgeMappingRisk | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativity |