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| Criterion |  Decision Making Pre-Mortem |  Innovation SCAMPER |  Decision Making Constraint Analysis |  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 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 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 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 | 30-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | SCAMPER Idea List, Concept Shortlist, Variation Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | BrainstormingIdeationCreativityReframingInnovation | ConstraintsDecisionPlanningOptions | BrainstormingIdeationCreativityWorkshopDivergence |