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| Criterion |  Innovation Reverse Brainstorming |  Decision Making RAPID |  Innovation Rolestorming |  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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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 | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | RAPID Role Map, Recommendation, Decision Log | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | BrainstormingIdeationCreativityRisk | DecisionRolesGovernance | BrainstormingIdeationCreativity | DecisionRolesGovernanceAlignment |