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| Criterion |  Innovation Double Diamond |  Decision Making Decision Tree |  Decision Making Pre-Mortem |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | 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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Wochen bis Monate | 30-90 min | 20–45 min | 1-4 h |
Participantsdifferent | 3-12 | 1-6 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Tree, Option Map, Assumption List | Risk list, Mitigation plan, Assumption log | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | ProcessDivergenceInnovation | DecisionTreeOptions | RiskDecisionFailurePlanning | RiskDecisionSensemaking |