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| Criterion |  Innovation Reverse Brainstorming |  Decision Making RAPID |  Innovation Crazy 8s |  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. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 8-15 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | RAPID Role Map, Recommendation, Decision Log | Sketch Set, Idea Shortlist, Direction Options | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | BrainstormingIdeationCreativityRisk | DecisionRolesGovernance | BrainstormingSketchingSpeedDivergenceDesign sprint | DecisionRolesGovernanceAlignment |