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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | High | Low |
Timedifferent | 30–45 min | 1-4 h | 20–45 min |
Participantsdifferent | 1-10 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | RiskDecisionFailurePlanning |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
