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| Criterion |  Innovation How Might We |  Knowledge Modeling IBIS |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30–45 min | 1-3 h | 20–45 min | 1-3 h |
Participantsdifferent | 1-10 | 2-8 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Issue Map, Positions, Argument Notes | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | FramingOpportunityIdeationQuestions | RationaleKnowledgeDecision | RiskDecisionFailurePlanning | FailureResilienceRisk |