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| Criterion |  Innovation How Might We |  Systems Thinking Leverage Points |  Product Discovery Smoke Test |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30–45 min | Half day | 1-5 Tage | 45-60 min |
Participantsdifferent | 1-10 | 3-12 | Nutzertraffic | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Leverage Map, Action Strategy | Interest Metrics, Conversion Signal, Learning Note | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingChangeStrategy | ValidationExperimentsDemandGrowth | AssumptionsRiskExperimentsValidation |