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| Criterion |  Operations Kepner-Tregoe |  Innovation Reverse Brainstorming |  Facilitation Decision Jam |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 2-8 h | 30-60 min | 60-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 10-50 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Reverse Ideas, Risk Themes, Solution Ideas | Problem Cluster, Prioritized Challenge, Experiment | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityRisk | FacilitationDecisionProblem solvingWorkshop | BrainstormingWorkshopCollaborationIdeation |