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| Criterion |  Decision Making Pre-Mortem |  Innovation Design Thinking |  Innovation Design Sprint |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
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. | 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. | 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 20–45 min | 1 Tag bis mehrere Wochen | 4-5 Tage | 1-3 h |
Participantsdifferent | Small cross-functional group | 4-10 | 5-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | FailureResilienceRisk |