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| Criterion |  Decision Making Decision Tree |  Innovation Design Thinking |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | High | Low | Medium |
Timedifferent | 30-90 min | 1 Tag bis mehrere Wochen | 20–45 min | 1-3 h |
Participantsdifferent | 1-6 | 4-10 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | DecisionTreeOptions | InnovationPrototypeResearch | RiskDecisionFailurePlanning | FailureResilienceRisk |