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| Criterion |  Innovation Double Diamond |  Decision Making Decision Rights Mapping |  Agile ROAM Board |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Low |
Timedifferent | Wochen bis Monate | 90-180 min | 20-40 min initial, dann laufend | 20–45 min |
Participantsdifferent | 3-12 | 4-12 | 3-15 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Rights Matrix, Agreement | ROAM Board, Owner List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ProcessDivergenceInnovation | DecisionGovernanceAlignmentResponsibility | RiskAgileTrackingAlignment | RiskDecisionFailurePlanning |