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| Criterion |  Decision Making Decision Tree |  Innovation Brainwriting |  Decision Making Pre-Mortem |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 15-30 min | 20–45 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 1-6 | 3-12 | Small cross-functional group | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Idea sheets, Expanded concepts, Prioritized list | Risk list, Mitigation plan, Assumption log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | DecisionTreeOptions | BrainstormingCollaborationInclusionIdeas | RiskDecisionFailurePlanning | BrainstormingWorkshopCollaborationIdeation |