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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Knowledge Modeling IBIS |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30–45 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Issue Map, Positions, Argument Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | RationaleKnowledgeDecision | AssumptionsRiskDecisionDiscovery |