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| Criterion |  Innovation Reverse Brainstorming |  Decision Making Pre-Mortem |  Innovation Brainstorming |  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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | Small cross-functional group | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity |