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| Criterion |  Innovation Crazy 8s |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 8-15 min | 30-90 min | 20–45 min | 30-90 min |
Participantsdifferent | 1-10 | 2-8 | Small cross-functional group | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | DecisionTreeOptions |