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| Criterion |  Decision Making Pre-Mortem |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  Innovation TRIZ |
|---|---|---|---|---|
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 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 20–45 min | 60-120 min | 30-90 min | 1-4 h |
Participantsdifferent | Small cross-functional group | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Tree, Option Map, Assumption List | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | RiskDecisionFailurePlanning | ContradictionsInnovationProblem solving | DecisionTreeOptions | InnovationProblem solvingContradictionsCreativity |