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| Criterion |  Decision Making Pre-Mortem |  Innovation Reverse Brainstorming |  Innovation Contradiction Analysis |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 30-60 min | 60-120 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Reverse Ideas, Risk Themes, Solution Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityRisk | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityDivergenceWorkshop |