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| Criterion |  Innovation Reverse Brainstorming |  Decision Making Argument Mapping |  Innovation Brainstorming |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 1-4 h |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Argument Map, Evidence Gaps, Decision Rationale | Idea pool, Theme clusters, Shortlist | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | BrainstormingIdeationCreativityRisk | SensemakingDecisionRationale | BrainstormingIdeationCreativityWorkshopDivergence | RiskDecisionSensemaking |