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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |
|---|---|---|---|---|
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. | 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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 5-20 min |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 1-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed |