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| Criterion |  Innovation How Might We |  Business Strategy Scenario Planning |  Decision Making Cynefin Workshop |  Decision Making Argument 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30–45 min | 0.5-2 Tage | 60-180 min | 1-3 h |
Participantsdifferent | 1-10 | 4-12 | 4-20 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scenario Set, Strategic Implications, Robust Options | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyUncertaintyPlanning | ComplexitySensemakingDecision | SensemakingDecisionRationale |