Pre-Mortem Thinking / Inversion Method

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Pre-Mortem / Inversion Template

Premortem approach

Procedure for the Pre-Mortem Thinking / Inversion method

  1. First, you describe a solution that represents the worst-case scenario. Which situation do you want to avoid at all costs?
  2. You then derive possible causes for this case. What could have gone wrong? Think about it over a longer period of time.
  3. Only knowledge of the possible causes will help you to take appropriate measures and initiatives. Also evaluate the cost-benefit ratio and how far the risk of a worst-case scenario is reduced.
  4. With this knowledge, you ultimately define the best possible solution or secure your target with additional measures.
Description of the Pre-Mortem Thinking / Inversion method

The pre-mortem thinking approach is also known as the inversion method and originally comes from the field of project management. The premortem thinking method is used in cases where the assumptions made could be wrong or not realistic. The basic idea of the method is that if you first deal with what can go wrong, you will develop a better (since more robust) solution. The method also helps to define accompanying measures and safeguards.

Thematic classification

method for finding a solution.

Who benefits from the Pre-Mortem Thinking / Inversion method?

  • Organizations
  • Companies
  • Business units
  • Projects
  • Startups

Limits of Application

Thinking in scenarios and probabilities is required. Even if those involved are convinced of your solution, when using this method you have to detach yourself from it and sometimes think the unthinkable. It is also not about throwing the current solution overboard, but rather making it more robust against external influences or internal events. Only when you become aware of what can go wrong are you able to master critical situations.

Alternate Methods

Stakeholder analysis

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Stakeholder analysis

Stakeholder analysis for companies and projects

Procedure for stakeholder analysis

  1. Identify stakeholders: Who exactly are your stakeholders? To do this, list all relevant interest groups for your plan, project or company. You differentiated between interest groups in the company / project and interest groups outside the company / project.
  2. Categorize stakeholders: You then assess the stakeholder groups according to their influence on the project/company and how affected they are. This takes place in the form of a so-called stakeholder matrix.
  3. Derive actions: For each stakeholder category, you will receive recommendations for how to deal with it. You can then derive and record concrete measures from this.

What is behind a stakeholder analysis?

The method of a stakeholder analysis is often used in the field of project management. However, you can also use the approach in general for your company. You can achieve that with this approach:

  • Identify who is interested in the project and why.
  • Find the right approach to stakeholders.
  • Avoid groups of people who are not well disposed towards you.
  • Work with advocates who will advance your cause.
  • Recognize conflicts at an early stage and counteract them in a targeted manner.

Thematic classification

Strategic Analysis

Tips for using stakeholder analysis

Not every assessment we make is based on facts. Unfortunately. Everyone has certain prejudices that can influence and falsify the evaluation of groups of people. You should therefore heed the following tips when conducting stakeholder analysis:

  • Remain neutral and refrain from prejudices or pigeonholing.
  • Stakeholders from higher hierarchical levels should not always be judged as more influential or more important to us. New employees in the company or colleagues from “lower hierarchical levels” should not be underestimated!
  • Beware of the halo effect: a single feature (regardless of whether it is positive or negative) outshines all other features.
  • Even if the procedure is based on interest groups, each individual can also have individual goals and represent interests.

Alternative Methods