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| Criterion |  Innovation Worst Possible Idea |  Architecture Architecture Decision Record |  Innovation SCAMPER |  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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 1-3 | 2-10 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | ADR File, Decision Log, Rationale | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | ArchitectureRationaleDocumentationGovernance | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |