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| Criterion |  Innovation Worst Possible Idea |  Operations 8D Problem Solving |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20-45 min | 1-6 Wochen | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | QualityProblem solvingRoot cause | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |