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| Criterion |  Innovation Worst Possible Idea |  Operations Failure Mode and Effects Analysis |  Operations 8D Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 20-45 min | 2-6 h | 1-6 Wochen | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | FMEA Table, Risk Priority, Mitigation Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | RiskQualityOperationsRoot cause | QualityProblem solvingRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |