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| Criterion |  Innovation Reverse Brainstorming |  Innovation Rolestorming |  Decision Making Red Teaming |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Challenge Findings, Risk Register, Mitigation Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity | RiskDecisionSensemaking | BrainstormingIdeationCreativityWorkshopDivergence |