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| Criterion |  Systems Thinking CATWOE Analysis |  Innovation How Might We |  Operations Accountability Ladder |  Systems Thinking Rich Picture |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30–45 min | 20-45 min | 30-90 min |
Participantsdifferent | 3-8 | 1-10 | 1-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | HMW Questions, Challenge Framing, Idea Prompts | Ownership Reflection, Action Commitment, Coaching Notes | Rich Picture, Problem Framing Notes |
Tagsno overlap | Systems thinkingFramingStakeholders | FramingOpportunityIdeationQuestions | ResponsibilityLeadershipTeam | Systems thinkingSoft systemsFramingVisualization |