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| Criterion |  Innovation Reverse Brainstorming |  Decision Making DACI |  Innovation Design Charrette |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-60 min | Halber Tag bis mehrere Tage | 90-180 min |
Participantsdifferent | 3-12 | 2-10 | 10-50 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | DACI Matrix, Decision Owner, Decision Log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Decision Rights Matrix, Agreement |
Tagsno overlap | BrainstormingIdeationCreativityRisk | DecisionRolesGovernanceAlignment | BrainstormingWorkshopCollaborationIdeation | DecisionGovernanceAlignmentResponsibility |