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| Criterion |  Innovation Reverse Brainstorming |  Innovation Brainstorming |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |