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| Criterion |  Agile Ideal Days |  Innovation Design Charrette |  Facilitation Dot Estimation |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Medium | Low | Low |
Timedifferent | 15-60 min | Halber Tag bis mehrere Tage | 5-20 min | 30-60 min |
Participantsdifferent | 2-9 | 10-50 | 3-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Effort Heatmap, Risk Signals, Discussion Targets | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | EstimationEffortAgile | BrainstormingWorkshopCollaborationIdeation | EstimationEffortRisk | BrainstormingIdeationCreativityRisk |