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| Criterion |  Innovation How Might We |  Delivery Communication Plan |  Operations Getting Things Done |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 45-90 min | 1-2 h Setup, laufend | 45-90 min |
Participantsdifferent | 1-10 | 2-6 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Communication Plan, Channel Matrix, Message Cadence | Action Lists, Project List, Review Routine | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | CommunicationStakeholdersDeliveryPlanning | ProductivityPlanningTasksExecution | Systems thinkingFramingStakeholders |