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| Criterion |  Innovation How Might We |  Decision Making Argument Mapping |  Decision Making RAPID |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30–45 min | 1-3 h | 45-90 min | 60-180 min |
Participantsdifferent | 1-10 | 1-8 | 3-12 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Argument Map, Evidence Gaps, Decision Rationale | RAPID Role Map, Recommendation, Decision Log | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingDecisionRationale | DecisionRolesGovernance | ComplexitySensemakingDecision |