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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Growth A/B Testing |  Product Discovery Smoke Test |
|---|---|---|---|---|
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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 30–45 min | 1-4 h | 1-4 Wochen | 1-5 Tage |
Participantsdifferent | 1-10 | 3-8 | 1-6 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Experiment results, Decision log, Learning summary | Interest Metrics, Conversion Signal, Learning Note |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | ExperimentsGrowthAnalyticsValidation | ValidationExperimentsDemandGrowth |