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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Rolestorming |  Innovation Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | 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. | 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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityDivergenceWorkshop |