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| Criterion |  Decision Making Pre-Mortem |  Innovation Design Charrette |  Innovation Rolestorming |  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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20–45 min | Halber Tag bis mehrere Tage | 30-60 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 10-50 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityWorkshopDivergence |