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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Pre-Mortem |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 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. | 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 | 1-3 h | 20–45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | Small cross-functional group | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | FailureResilienceRisk | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |