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| Criterion |  Innovation Contradiction Analysis |  Innovation SCAMPER |  Decision Making DACI |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-120 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 2-10 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | DACI Matrix, Decision Owner, Decision Log | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityReframingInnovation | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityWorkshopDivergence |