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| Criterion |  Innovation Worst Possible Idea |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Low | High | Low |
Timedifferent | 20-45 min | 45-90 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | BrainstormingIdeationCreativityWorkshopDivergence |