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| Criterion |  Innovation How Might We |  Decision Making Risk Matrix |  Decision Making Decision Matrix |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Low | Medium | Low |
Timedifferent | 30–45 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-10 | 3-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Risk Matrix, Top Risk List | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionPrioritizationAssessment | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery |