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| Criterion |  Decision Making Pre-Mortem |  Innovation Lean Startup |  Decision Making Constraint Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20–45 min | Wochen bis Monate je Lernzyklus | 30-90 min | 45-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | LeanStartupValidationMVP | ConstraintsDecisionPlanningOptions | AssumptionsRiskExperimentsValidation |