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| Criterion |  Decision Making Pre-Mortem |  Innovation Design Charrette |  Innovation Rolestorming |
|---|---|---|---|
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. | 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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20–45 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | Small cross-functional group | 10-50 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
