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| Criterion |  Decision Making Decision Tree |  Innovation Crazy 8s |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 8-15 min | 20–45 min | 45-90 min |
Participantsdifferent | 1-6 | 1-10 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Sketch Set, Idea Shortlist, Direction Options | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionTreeOptions | BrainstormingSketchingSpeedDivergenceDesign sprint | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |