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| Criterion |  Decision Making Decision Tree |  Innovation Round Robin Brainstorming |  Innovation Reverse Brainstorming |  Innovation 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 20-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-6 | 4-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Idea List, Cluster, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionTreeOptions | BrainstormingIdeationFacilitationInclusionCreativity | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |