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| Criterion |  Innovation Worst Possible Idea |  Operations ALPEN Method |  Innovation Reverse Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 10-20 min daily | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 1 | 3-12 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Daily Plan, Time Estimates, Review Notes | Reverse Ideas, Risk Themes, Solution Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | PlanningTime managementProductivityOperations | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityDivergenceWorkshop |