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| Criterion |  Systems Thinking VUCA Scan |  Innovation Rolestorming |  Innovation Reverse Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityReframingInnovation |