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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Innovation Design Charrette |
|---|---|---|---|
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 a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 2-5 | 10-50 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
