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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Product Discovery Riskiest Assumption Test |  Product Discovery Assumption 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 an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30–45 min | 1-4 h | 1-2 Wochen pro Iteration | 45-60 min |
Participantsdifferent | 1-10 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | Prioritized Assumption List, Test Plan, Results Report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | ExperimentsValidationDiscoveryAssumptions | AssumptionsRiskExperimentsValidation |