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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Growth A/B Testing |  Decision Making Argument 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. | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30–45 min | 1-4 h | 1-4 Wochen | 1-3 h |
Participantsdifferent | 1-10 | 3-8 | 1-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Experiment results, Decision log, Learning summary | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | ExperimentsGrowthAnalyticsValidation | SensemakingDecisionRationale |