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| Criterion |  Decision Making Pre-Mortem |  Growth A/B Testing |  Innovation Brainstorming |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | 1-4 Wochen | 30-60 min | 45-60 min |
Participantsdifferent | Small cross-functional group | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Experiment results, Decision log, Learning summary | Idea pool, Theme clusters, Shortlist | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | ExperimentsGrowthAnalyticsValidation | BrainstormingIdeationCreativityWorkshopDivergence | AssumptionsRiskExperimentsValidation |