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| Criterion |  Innovation SCAMPER |  Decision Making DACI |  Innovation Contradiction Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-60 min | 60-120 min | 90-180 min |
Participantsdifferent | 2-10 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | DACI Matrix, Decision Owner, Decision Log | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Rights Matrix, Agreement |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | DecisionRolesGovernanceAlignment | ContradictionsInnovationProblem solving | DecisionGovernanceAlignmentResponsibility |