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| Criterion |  Decision Making Pre-Mortem |  Innovation Lotus Blossom |  Innovation SCAMPER |  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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 3-10 | 2-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Lotus Diagram, Idea Themes, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |