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| Criterion |  Innovation Worst Possible Idea |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |  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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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. | 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 | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | IdeationCreativityDivergence | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |