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| Criterion |  Innovation Worst Possible Idea |  Innovation Rolestorming |  Innovation Reverse 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. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 20-45 min | 30-60 min | 30-60 min |
Participantssame | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tags2 shared | IdeationCreativityDivergence | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
