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| Criterion |  Decision Making Pre-Mortem |  Innovation TRIZ |  Innovation Reverse Brainstorming |  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 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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20–45 min | 1-4 h | 30-60 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Inventive Principles, Solution Concepts | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |