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| Criterion |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Innovation SCAMPER |  Innovation 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. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-6 | Small cross-functional group | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionTreeOptions | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |