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| Criterion |  Decision Making Assumption Surfacing |  Innovation Reverse Brainstorming |  Decision Making Pre-Mortem |  Innovation Rolestorming |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Reverse Ideas, Risk Themes, Solution Ideas | Risk list, Mitigation plan, Assumption log | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityRisk | RiskDecisionFailurePlanning | BrainstormingIdeationCreativity |