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| Criterion |  Innovation SCAMPER |  Innovation Brainstorming |  Operations Failure Mode and Effects Analysis |  Innovation Design Charrette |
|---|---|---|---|---|
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. | 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 30-60 min | 2-6 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-10 | 4-12 | 3-10 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause | BrainstormingWorkshopCollaborationIdeation |