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| Criterion |  Innovation How Might We |  Systems Thinking VUCA Scan |  Decision Making Force Field Analysis |  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. | 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. | 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. | 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 | Low | Low | High |
Timedifferent | 30–45 min | 30-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-10 | 1-10 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VUCA Map, Response Options, Signal and Learning Plan | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingUncertaintyComplexityStrategyForesight | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |