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| Criterion |  Decision Making Argument Mapping |  Innovation Brainstorming |  Decision Making DACI |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 1-8 | 4-12 | 2-10 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Idea pool, Theme clusters, Shortlist | DACI Matrix, Decision Owner, Decision Log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SensemakingDecisionRationale | BrainstormingIdeationCreativityWorkshopDivergence | DecisionRolesGovernanceAlignment | BrainstormingWorkshopCollaborationIdeation |