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| Criterion |  Innovation How Might We |  Business Strategy TOWS Matrix |  Decision Making Decision Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30–45 min | 1-2 h | 30-90 min | 45-90 min |
Participantsdifferent | 1-10 | 3-10 | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | TOWS Matrix, Strategic Options, Priority Actions | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyAnalysisOptions | DecisionTreeOptions | ChangeDecisionStrategy |