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| Criterion |  Innovation Brainstorming |  Decision Making Cynefin Workshop |  Innovation Design Charrette |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 60-180 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 4-12 | 4-20 | 10-50 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | ComplexitySensemakingDecision | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity |