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| Criterion |  Innovation How Might We |  Decision Making Assumption Surfacing |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30–45 min | 45-90 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-10 | 2-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Assumption List, Critical Assumptions, Learning Plan | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | AssumptionsRiskDecisionDiscovery | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |