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| Criterion |  Decision Making Decision Tree |  Innovation Morphological Analysis |  Decision Making Pre-Mortem |  Innovation SCAMPER |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 30-90 min | 1-3 h | 20–45 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | Small cross-functional group | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Morphological Box, Concept Combinations, Idea Shortlist | Risk list, Mitigation plan, Assumption log | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | DecisionTreeOptions | IdeationInnovationCreativity | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityReframingInnovation |