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| Criterion |  Decision Making Pre-Mortem |  Innovation Brainstorming |  Decision Making Constraint Analysis |  Innovation Design Charrette |
|---|---|---|---|---|
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 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 30-60 min | 30-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | Small cross-functional group | 4-12 | 2-8 | 10-50 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | ConstraintsDecisionPlanningOptions | BrainstormingWorkshopCollaborationIdeation |