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| Criterion |  Innovation How Might We |  Decision Making Cynefin Workshop |  Knowledge Modeling Knowledge Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30–45 min | 60-180 min | 1-3 h | 1-4 h |
Participantsdifferent | 1-10 | 4-20 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | ComplexitySensemakingDecision | KnowledgeMappingRisk | RiskDecisionSensemaking |