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| Criterion |  Decision Making Decision Tree |  Innovation Brainwriting |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
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 critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 15-30 min | 20–45 min | 1-3 h |
Participantsdifferent | 1-6 | 3-12 | Small cross-functional group | 3-8 |
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 | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | DecisionTreeOptions | BrainstormingCollaborationInclusionIdeas | RiskDecisionFailurePlanning | FailureResilienceRisk |