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| Criterion |  Innovation Reverse Brainstorming |  Innovation Lean Startup |  Innovation Brainstorming |  Architecture Risk Storming |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 30-60 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Idea pool, Theme clusters, Shortlist | Annotated Diagram, Prioritized Risk List, Action Backlog |
Tagsno overlap | BrainstormingIdeationCreativityRisk | LeanStartupValidationMVP | BrainstormingIdeationCreativityWorkshopDivergence | RiskArchitectureWorkshopValidation |