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| Criterion |  Innovation Worst Possible Idea |  Operations A3 Problem Solving |  Innovation SCAMPER |  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 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. | 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 | 2-10 | 1-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | A3 Report, Action Plan, Root Cause Analysis | SCAMPER Idea List, Concept Shortlist, Variation Notes | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | IdeationCreativityDivergence | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationDivergenceSpeed |