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| Criterion |  Innovation Worst Possible Idea |  Operations ALPEN Method |  Innovation Double Diamond |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20-45 min | 10-20 min daily | Wochen bis Monate | 30-60 min |
Participantsdifferent | 3-12 | 1 | 3-12 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Daily Plan, Time Estimates, Review Notes | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | PlanningTime managementProductivityOperations | ProcessDivergenceInnovation | BrainstormingIdeationCreativityWorkshopDivergence |