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| Criterion |  Innovation SCAMPER |  Innovation Reverse Brainstorming |  Decision Making DACI |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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 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 |
Timesame | 30-60 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 3-12 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas | DACI Matrix, Decision Owner, Decision Log | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityWorkshopDivergence |