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| Criterion |  Innovation How Might We |  Operations Fault Tree Analysis |  Innovation Rolestorming |  Innovation Round Robin 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. | 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 search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30–45 min | 2-6 h | 30-60 min | 20-45 min |
Participantsdifferent | 1-10 | 3-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Cluster, Shortlist |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskRoot causeSafety | BrainstormingIdeationCreativity | BrainstormingIdeationFacilitationInclusionCreativity |