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| Criterion |  Innovation Reverse Brainstorming |  Innovation Rapid Ideation |  Decision Making DACI |  Innovation Brainstorming |
|---|---|---|---|---|
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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 5-20 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 1-20 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Ideenpool, Roh-Shortlist, Cluster | DACI Matrix, Decision Owner, Decision Log | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | BrainstormingIdeationDivergenceSpeed | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityWorkshopDivergence |