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| Criterion |  Decision Making Pre-Mortem |  Innovation Reverse Brainstorming |  Innovation Crazy 8s |  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. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | 30-60 min | 8-15 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 3-12 | 1-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Reverse Ideas, Risk Themes, Solution Ideas | Sketch Set, Idea Shortlist, Direction Options | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityRisk | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityWorkshopDivergence |