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| Criterion |  Innovation How Might We |  Product Strategy Impact Mapping |  Decision Making Decision Tree |  Product Strategy DIBB |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30–45 min | 45-90 min | 30-90 min | 1-2 h |
Participantsdifferent | 1-10 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Impact Map, Outcome Hypotheses, Delivery Options | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | FramingOpportunityIdeationQuestions | OutcomesStrategyBehaviorPlanning | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis |