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| Criterion |  Innovation SCAMPER |  Innovation TRIZ |  Decision Making DACI |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 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 | High | Low | Low |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 2-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Inventive Principles, Solution Concepts | DACI Matrix, Decision Owner, Decision Log | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernanceAlignment | BrainstormingIdeationCreativityDivergenceWorkshop |