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| Criterion |  Decision Making Pre-Mortem |  Innovation Design Sprint |  Decision Making Decision Tree |  Innovation Design Thinking |
|---|---|---|---|---|
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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20–45 min | 4-5 Tage | 30-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | Small cross-functional group | 5-8 | 1-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Prototype, Test Findings, Decision Rationale | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | RiskDecisionFailurePlanning | Design sprintPrototypeValidationInnovation | DecisionTreeOptions | InnovationPrototypeResearch |