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| Criterion |  Innovation Brainstorming |  Innovation TRIZ |  Decision Making DACI |  Innovation SCAMPER |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 2-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | DACI Matrix, Decision Owner, Decision Log | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityReframingInnovation |