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| Criterion |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Innovation Lotus Blossom |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 20–45 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-6 | Small cross-functional group | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Lotus Diagram, Idea Themes, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | DecisionTreeOptions | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityRisk |