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| Criterion |  Innovation SCAMPER |  Operations 5 Whys |  Innovation Crazy 8s |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | 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 | 15-30 min | 8-15 min | 30-60 min |
Participantsdifferent | 2-10 | 2-6 | 1-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Root cause notes, Countermeasures | Sketch Set, Idea Shortlist, Direction Options | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | Root causeIncidentLeanProblem solving | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityWorkshopDivergence |