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| Criterion |  Innovation TRIZ |  Decision Making Pre-Mortem |  Innovation Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 h | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | Small cross-functional group | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityReframingInnovation |