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| Criterion |  Innovation Reverse Brainstorming |  Innovation Morphological Analysis |  Decision Making DACI |  Innovation SCAMPER |
|---|---|---|---|---|
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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Morphological Box, Concept Combinations, Idea Shortlist | DACI Matrix, Decision Owner, Decision Log | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | BrainstormingIdeationCreativityRisk | IdeationInnovationCreativity | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityReframingInnovation |