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| Criterion |  Decision Making DACI |  Innovation TRIZ |  Innovation SCAMPER |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 90-180 min |
Participantsdifferent | 2-10 | 2-8 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernanceAlignment | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation | DecisionGovernanceAlignmentResponsibility |