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| Criterion |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 30-90 min | 20–45 min | 60-90 min |
Participantsdifferent | 2-8 | 1-6 | Small cross-functional group | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ContradictionsInnovationProblem solving | DecisionTreeOptions | RiskDecisionFailurePlanning | FacilitationDecisionProblem solvingWorkshop |