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| Criterion |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Innovation SCAMPER |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 20–45 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | Small cross-functional group | 2-10 | 3-10 |
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 | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionTreeOptions | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |