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| Criterion |  Innovation How Might We |  Engineering Failure Scenario Analysis |  Decision Making Red Teaming |
|---|---|---|---|
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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30–45 min | 1-3 h | 1-4 h |
Participantsdifferent | 1-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | FailureResilienceRisk | RiskDecisionSensemaking |
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