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| Criterion |  Operations Accountability Ladder |  Systems Thinking Rich Picture |  Innovation How Might We |  Systems Thinking Polarity Mapping |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20-45 min | 30-90 min | 30–45 min | 1-2 h |
Participantsdifferent | 1-8 | 2-10 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Problem Framing Notes | HMW Questions, Challenge Framing, Idea Prompts | Polarity Map, Warning Signs, Balance Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingSoft systemsFramingVisualization | FramingOpportunityIdeationQuestions | Systems thinkingTradeoffsLeadership |