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| Criterion |  Innovation Worst Possible Idea |  Innovation Double Diamond |  Innovation Crazy 8s |  Innovation SCAMPER |
|---|---|---|---|---|
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. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | Wochen bis Monate | 8-15 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Sketch Set, Idea Shortlist, Direction Options | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | IdeationCreativityDivergence | ProcessDivergenceInnovation | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityReframingInnovation |