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| Criterion |  Innovation How Might We |  Delivery RAID Log |  Innovation Reverse Brainstorming |  Innovation 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. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 30 min Setup, dann laufend | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 1-3 maintaining, briefing for everyone | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | RAID Log, Status Report Source | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskTrackingStakeholdersGovernance | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |