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| Criterion |  Innovation Rolestorming |  Innovation Reverse Brainstorming |  Decision Making Force Field Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Force Field Map, Change Levers, Risk Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk | ChangeDecisionStrategy | BrainstormingIdeationCreativityWorkshopDivergence |