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| Criterion |  Innovation How Might We |  Engineering Failure Scenario Analysis |  Decision Making Decision Tree |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30–45 min | 1-3 h | 30-90 min |
Participantsdifferent | 1-10 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Decision Tree, Option Map, Assumption List |
Tagsno overlap | FramingOpportunityIdeationQuestions | FailureResilienceRisk | DecisionTreeOptions |
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