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| Criterion |  Innovation How Might We |  Operations Fault Tree Analysis |  Innovation Rapid Ideation |  Innovation Crazy 8s |
|---|---|---|---|---|
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 a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30–45 min | 2-6 h | 5-20 min | 8-15 min |
Participantsdifferent | 1-10 | 3-8 | 1-20 | 1-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Ideenpool, Roh-Shortlist, Cluster | Sketch Set, Idea Shortlist, Direction Options |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskRoot causeSafety | BrainstormingIdeationDivergenceSpeed | BrainstormingSketchingSpeedDivergenceDesign sprint |