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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Decision Making Constraint Analysis |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30–45 min | 1-4 h | 30-90 min | 60-180 min |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 4-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | ConstraintsDecisionPlanningOptions | ComplexitySensemakingDecision |