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| Criterion |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  Innovation Contradiction Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 1-3 h | 60-120 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 3-8 | 2-8 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskDecisionFailurePlanning | FailureResilienceRisk | ContradictionsInnovationProblem solving | FacilitationDecisionProblem solvingWorkshop |