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| Criterion |  Innovation How Might We |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30–45 min | 30-90 min | 1-2 h | 1-4 Wochen |
Participantsdifferent | 1-10 | 1-6 | 3-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionTreeOptions | StrategyAnalysisOptions | ForecastingExpertsDecisionStrategy |