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| Criterion |  Innovation How Might We |  Systems Thinking VUCA Scan |  Decision Making Delphi Method |  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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. | 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 | Low | High | Medium |
Timedifferent | 30–45 min | 30-90 min | 1-4 Wochen | 1-3 h |
Participantsdifferent | 1-10 | 1-10 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VUCA Map, Response Options, Signal and Learning Plan | Expert Forecast, Consensus Range, Assumption Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingUncertaintyComplexityStrategyForesight | ForecastingExpertsDecisionStrategy | SensemakingDecisionRationale |