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| Criterion |  Decision Making Pre-Mortem |  Innovation Brainstorming |  Facilitation Decision Jam |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 60-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 4-12 | 4-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Idea pool, Theme clusters, Shortlist | Problem Cluster, Prioritized Challenge, Experiment | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityWorkshopDivergence | FacilitationDecisionProblem solvingWorkshop | BrainstormingIdeationCreativityRisk |