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| Criterion |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  Innovation Reverse Brainstorming |  Innovation Round Robin Brainstorming |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 45-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 1-6 | 2-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Reverse Ideas, Risk Themes, Solution Ideas | Idea List, Cluster, Shortlist |
Tagsno overlap | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityRisk | BrainstormingIdeationFacilitationInclusionCreativity |