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| Criterion |  Decision Making Pre-Mortem |  Innovation TRIZ |  Decision Making Assumption Surfacing |  Innovation Contradiction 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | 1-4 h | 45-90 min | 60-120 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Inventive Principles, Solution Concepts | Assumption List, Critical Assumptions, Learning Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationProblem solvingContradictionsCreativity | AssumptionsRiskDecisionDiscovery | ContradictionsInnovationProblem solving |