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| Criterion |  Decision Making Pre-Mortem |  Innovation Crazy 8s |  Decision Making Constraint Analysis |  Innovation 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 8-15 min | 30-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 1-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Sketch Set, Idea Shortlist, Direction Options | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingSketchingSpeedDivergenceDesign sprint | ConstraintsDecisionPlanningOptions | BrainstormingIdeationCreativityWorkshopDivergence |