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| Criterion |  Decision Making RAPID |  Innovation SCAMPER |  Innovation TRIZ |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 45-90 min | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionRolesGovernance | BrainstormingIdeationCreativityReframingInnovation | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityWorkshopDivergence |