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| Criterion |  Innovation How Might We |  Systems Thinking VUCA Scan |  Decision Making Delphi Method |  Product Strategy DIBB |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30–45 min | 30-90 min | 1-4 Wochen | 1-2 h |
Participantsdifferent | 1-10 | 1-10 | 6-30 Experten | 2-8 |
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 | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingUncertaintyComplexityStrategyForesight | ForecastingExpertsDecisionStrategy | StrategyDecisionAssumptionsHypothesis |