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| Criterion |  Innovation Worst Possible Idea |  Innovation Lotus Blossom |  Innovation Rolestorming |  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. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Lotus Diagram, Idea Themes, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tags2 shared | IdeationCreativityDivergence | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |