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| Criterion |  Decision Making Pre-Mortem |  Innovation TRIZ |  Innovation SCAMPER |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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 a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20–45 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 2-8 | 2-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |