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| Criterion |  Innovation How Might We |  Engineering Failure Scenario Analysis |  Innovation Brainstorming |
|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30–45 min | 1-3 h | 30-60 min |
Participantsdifferent | 1-10 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | FramingOpportunityIdeationQuestions | FailureResilienceRisk | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
