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| Criterion |  Decision Making Delphi Method |  Decision Making Assumption Surfacing |  Innovation Rolestorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 6-30 Experten | 2-8 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |