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| Criterion |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |  Innovation Contradiction Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 45-90 min | 60-120 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | ContradictionsInnovationProblem solving | FacilitationDecisionProblem solvingWorkshop |