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| Criterion |  Innovation Worst Possible Idea |  Innovation Brainstorming |  Innovation Rolestorming |
|---|---|---|---|
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. | 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitysame | Low | Low | Low |
Timedifferent | 20-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tags2 shared | IdeationCreativityDivergence | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
