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| Criterion |  Decision Making Pre-Mortem |  Facilitation Decision Jam |  Innovation Reverse Brainstorming |  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 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. | 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 | 60-90 min | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | Small cross-functional group | 4-10 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Problem Cluster, Prioritized Challenge, Experiment | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | RiskDecisionFailurePlanning | FacilitationDecisionProblem solvingWorkshop | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation |