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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Smoke Test |  Innovation Contradiction Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 20–45 min | 1-5 Tage | 60-120 min | 45-60 min |
Participantsdifferent | Small cross-functional group | Nutzertraffic | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Interest Metrics, Conversion Signal, Learning Note | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | ValidationExperimentsDemandGrowth | ContradictionsInnovationProblem solving | AssumptionsRiskExperimentsValidation |