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| Criterion |  Decision Making Decision Rights Mapping |  Innovation SCAMPER |  Decision Making DACI |  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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | 2-10 | 2-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | SCAMPER Idea List, Concept Shortlist, Variation Notes | DACI Matrix, Decision Owner, Decision Log | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | BrainstormingIdeationCreativityReframingInnovation | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityDivergenceWorkshop |