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| Criterion |  Decision Making Pre-Mortem |  Innovation TRIZ |  Product Discovery Smoke Test |  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. | 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 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | 1-4 h | 1-5 Tage | 45-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Contradiction Statement, Inventive Principles, Solution Concepts | Interest Metrics, Conversion Signal, Learning Note | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | InnovationProblem solvingContradictionsCreativity | ValidationExperimentsDemandGrowth | AssumptionsRiskExperimentsValidation |