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| Criterion |  Innovation Worst Possible Idea |  Innovation Double Diamond |  Innovation Lotus Blossom |  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. | 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. | 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 | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Lotus Diagram, Idea Themes, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | IdeationCreativityDivergence | ProcessDivergenceInnovation | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityReframingInnovation |