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| Criterion |  Innovation How Might We |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
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 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30–45 min | 20–45 min | 1-3 h | 1-4 h |
Participantsdifferent | 1-10 | Small cross-functional group | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionFailurePlanning | SensemakingDecisionRationale | RiskDecisionSensemaking |