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| Criterion |  Innovation Lean Startup |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 20–45 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LeanStartupValidationMVP | RiskDecisionFailurePlanning | FailureResilienceRisk | AssumptionsRiskDecisionDiscovery |