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| Criterion |  Innovation Brainwriting |  Decision Making Pre-Mortem |  Innovation Reverse Brainstorming |
|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 15-30 min | 20–45 min | 30-60 min |
Participantsdifferent | 3-12 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Risk list, Mitigation plan, Assumption log | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
