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| Criterion |  Innovation Design Charrette |  Decision Making Assumption Surfacing |  Decision Making Red Teaming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Halber Tag bis mehrere Tage | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 10-50 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Assumption List, Critical Assumptions, Learning Plan | Challenge Findings, Risk Register, Mitigation Plan | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | AssumptionsRiskDecisionDiscovery | RiskDecisionSensemaking | BrainstormingIdeationCreativityRisk |