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| Criterion |  Facilitation Team Charter |  Innovation Rolestorming |  Innovation Reverse Brainstorming |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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 a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | TeamAlignmentCollaboration | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation |