View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Pre-Mortem |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Tree |  Decision Making Constraint 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20–45 min | Mehrere Wochen | 30-90 min | 30-90 min |
Participantsdifferent | Small cross-functional group | 2-6 researchers plus sample | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | OutcomesInnovationResearchQuantitative | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |