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| Criterion |  Operations Time Blocking |  Innovation Worst Possible Idea |  Innovation SCAMPER |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-30 min Planung, laufend | 20-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1 | 3-12 | 2-10 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | PlanningTime managementFocus | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |