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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Morphological Analysis |  Innovation TRIZ |  Innovation SCAMPER |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 1-3 h | 1-4 h | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Morphological Box, Concept Combinations, Idea Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | IdeationInnovationCreativity | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation |