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| Criterion |  Innovation How Might We |  Delivery RAID Log |  Innovation Design Charrette |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30–45 min | 30 min Setup, dann laufend | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-10 | 1-3 maintaining, briefing for everyone | 10-50 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | RAID Log, Status Report Source | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskTrackingStakeholdersGovernance | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |