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| Criterion |  Innovation How Might We |  Product Discovery Assumption Mapping |  Decision Making Red Teaming |  Growth A/B Testing |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30–45 min | 45-60 min | 1-4 h | 1-4 Wochen |
Participantsdifferent | 1-10 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Assumption map, Test backlog, Risk ranking | Challenge Findings, Risk Register, Mitigation Plan | Experiment results, Decision log, Learning summary |
Tagsno overlap | FramingOpportunityIdeationQuestions | AssumptionsRiskExperimentsValidation | RiskDecisionSensemaking | ExperimentsGrowthAnalyticsValidation |