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| Criterion |  Innovation Worst Possible Idea |  Innovation Rolestorming |  Facilitation 1-2-4-All |  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 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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 | 30-60 min | 10-20 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-100+ | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Shared Insights, Emergent Themes | Idea pool, Theme clusters, Shortlist |
Tags1 shared | IdeationCreativityDivergence | BrainstormingIdeationCreativity | FacilitationInclusionIdeation | BrainstormingIdeationCreativityWorkshopDivergence |