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| Criterion |  Innovation How Might We |  Operations Fault Tree Analysis |  Innovation Round Robin Brainstorming |  Innovation Reverse 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. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30–45 min | 2-6 h | 20-45 min | 30-60 min |
Participantsdifferent | 1-10 | 3-8 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Idea List, Cluster, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskRoot causeSafety | BrainstormingIdeationFacilitationInclusionCreativity | BrainstormingIdeationCreativityRisk |