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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Brainstorming |  Innovation Rolestorming |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 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. | 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 | High | Low | Low | Medium |
Timedifferent | 2-6 h | 30-60 min | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Idea pool, Theme clusters, Shortlist | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativity | BrainstormingWorkshopCollaborationIdeation |