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| Criterion |  Innovation Crazy 8s |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 8-15 min | 30-90 min | 45-60 min | 20–45 min |
Participantsdifferent | 1-10 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |