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| Criterion |  Innovation How Might We |  Business Strategy Scenario Planning |  Decision Making Cynefin Workshop |  Decision Making Delphi Method |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30–45 min | 0.5-2 Tage | 60-180 min | 1-4 Wochen |
Participantsdifferent | 1-10 | 4-12 | 4-20 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scenario Set, Strategic Implications, Robust Options | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyUncertaintyPlanning | ComplexitySensemakingDecision | ForecastingExpertsDecisionStrategy |