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| Criterion |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |  Operations Failure Mode and Effects Analysis |  Innovation Crazy 8s |
|---|---|---|---|---|
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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 5-20 min | 2-6 h | 8-15 min |
Participantsdifferent | 3-12 | 1-20 | 3-10 | 1-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster | FMEA Table, Risk Priority, Mitigation Actions | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed | RiskQualityOperationsRoot cause | BrainstormingSketchingSpeedDivergenceDesign sprint |