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| Criterion |  Decision Making Pre-Mortem |  Growth A/B Testing |  Innovation Design Sprint |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | Low | High | High | Low |
Timedifferent | 20–45 min | 1-4 Wochen | 4-5 Tage | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-6 | 5-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Experiment results, Decision log, Learning summary | Prototype, Test Findings, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionFailurePlanning | ExperimentsGrowthAnalyticsValidation | Design sprintPrototypeValidationInnovation | AssumptionsRiskDecisionDiscovery |