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| Criterion |  Innovation How Might We |  Decision Making OODA Loop |  Decision Making Decision Rights 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30–45 min | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 1-10 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility |
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