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| Criterion |  Innovation Worst Possible Idea |  Operations ALPEN Method |  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. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 10-20 min daily | 30-60 min | 5-20 min |
Participantsdifferent | 3-12 | 1 | 2-10 | 1-20 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Daily Plan, Time Estimates, Review Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | IdeationCreativityDivergence | PlanningTime managementProductivityOperations | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationDivergenceSpeed |