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| Criterion |  Decision Making Decision Tree |  Innovation Contradiction Analysis |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 60-120 min | 30-90 min | 20–45 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | ContradictionsInnovationProblem solving | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |