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| Criterion |  Decision Making Decision Tree |  Innovation Lean Startup |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | 20–45 min |
Participantsdifferent | 1-6 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | LeanStartupValidationMVP | RiskDecisionFailurePlanning |
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