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| Criterion |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |  Decision Making Red Teaming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 5-20 min | 1-4 h | 45-90 min |
Participantsdifferent | 3-12 | 1-20 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster | Challenge Findings, Risk Register, Mitigation Plan | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed | RiskDecisionSensemaking | BrainstormingIdeationCreativityDivergenceWorkshop |