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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Innovation Rolestorming |  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. | 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. | 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 | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativity | BrainstormingIdeationDivergenceSpeed |