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| Criterion |  Decision Making Decision Rights Mapping |  Innovation SCAMPER |  Innovation Morphological Analysis |  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 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. | 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. | 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 | Medium | Low |
Timedifferent | 90-180 min | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 4-12 | 2-10 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | SCAMPER Idea List, Concept Shortlist, Variation Notes | Morphological Box, Concept Combinations, Idea Shortlist | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | BrainstormingIdeationCreativityReframingInnovation | IdeationInnovationCreativity | DecisionRolesGovernanceAlignment |