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| Criterion |  Innovation How Might We |  Operations Accountability Ladder |  Facilitation Stakeholder Mapping |  Facilitation Expectation 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 20-45 min | 60–90 min | 45-90 min |
Participantsdifferent | 1-10 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Ownership Reflection, Action Commitment, Coaching Notes | Stakeholder Map, Engagement Plan, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | FramingOpportunityIdeationQuestions | ResponsibilityLeadershipTeam | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersTeam |