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| Criterion |  Innovation Brainwriting |  Decision Making Decision Tree |  Engineering Failure Scenario Analysis |  Innovation Design Charrette |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 15-30 min | 30-90 min | 1-3 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 1-6 | 3-8 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | DecisionTreeOptions | FailureResilienceRisk | BrainstormingWorkshopCollaborationIdeation |