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| Criterion |  Innovation Brainwriting |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 15-30 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery |
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