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| Criterion |  Innovation How Might We |  Facilitation Delegation Poker |  Operations RACI Matrix |  Decision Making Decision Rights 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 decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30–45 min | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-10 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Delegation Board, Decision Boundaries, Role Agreements | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | FramingOpportunityIdeationQuestions | AutonomyRolesTeam | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility |