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| Criterion |  Innovation SCAMPER |  Decision Making Argument Mapping |  Decision Making Red Teaming |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 1-3 h | 1-4 h | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | SensemakingDecisionRationale | RiskDecisionSensemaking | BrainstormingIdeationCreativityDivergenceWorkshop |