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| Criterion |  Innovation How Might We |  Decision Making Decision Tree |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30–45 min | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-10 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Decision Tree, Option Map, Assumption List | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionTreeOptions | RationaleKnowledgeDecision | FacilitationOptionsDecision |