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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Reverse Brainstorming |  Innovation Brainstorming |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | DecisionRolesGovernanceAlignment |