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| Criterion |  Decision Making Pre-Mortem |  Innovation TRIZ |  Decision Making Constraint Analysis |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20–45 min | 1-4 h | 30-90 min | 60-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Inventive Principles, Solution Concepts | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationProblem solvingContradictionsCreativity | ConstraintsDecisionPlanningOptions | FacilitationDecisionProblem solvingWorkshop |