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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Morphological Analysis |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | Medium | Low | Low |
Timedifferent | 90-180 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Morphological Box, Concept Combinations, Idea Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | IdeationInnovationCreativity | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |