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| Criterion |  Innovation How Might We |  Decision Making Argument Mapping |  Decision Making Delphi Method |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30–45 min | 1-3 h | 1-4 Wochen | 1-3 h |
Participantsdifferent | 1-10 | 1-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Argument Map, Evidence Gaps, Decision Rationale | Expert Forecast, Consensus Range, Assumption Notes | Issue Map, Positions, Argument Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingDecisionRationale | ForecastingExpertsDecisionStrategy | RationaleKnowledgeDecision |