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| Criterion |  Innovation How Might We |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30–45 min | 45-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |