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| Criterion |  Decision Making Red Teaming |  Innovation Reverse Brainstorming |  Innovation Design Charrette |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-4 h | 30-60 min | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 10-50 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | RiskDecisionSensemaking | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |