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| Criterion |  Innovation Worst Possible Idea |  Operations ALPEN Method |  Operations Eat the Frog |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | 10-20 min daily | 15-90 min daily | 30-60 min |
Participantsdifferent | 3-12 | 1 | 1 | 4-12 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Daily Plan, Time Estimates, Review Notes | Priority Task, Completion Note, Daily Focus | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | PlanningTime managementProductivityOperations | PrioritizationProductivityFocusExecution | BrainstormingIdeationCreativityWorkshopDivergence |