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| Criterion |  Decision Making Decision Tree |  Product Discovery Opportunity Interview |  Engineering Failure Scenario 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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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. | 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 | Medium | Low |
Timedifferent | 30-90 min | 30-60 min je Interview | 1-3 h | 20–45 min |
Participantsdifferent | 1-6 | 5-12 Interviews | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Interview Notes, Opportunity Themes, Customer Quotes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | DiscoveryInterviewsOpportunityCustomer | FailureResilienceRisk | RiskDecisionFailurePlanning |