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| Criterion |  Innovation How Might We |  Decision Making Cynefin Workshop |  Innovation Design Charrette |  Decision Making Argument Mapping |
|---|---|---|---|---|
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 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30–45 min | 60-180 min | Halber Tag bis mehrere Tage | 1-3 h |
Participantsdifferent | 1-10 | 4-20 | 10-50 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FramingOpportunityIdeationQuestions | ComplexitySensemakingDecision | BrainstormingWorkshopCollaborationIdeation | SensemakingDecisionRationale |