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| Criterion |  Innovation How Might We |  Decision Making Decision Rights Mapping |  Facilitation Expectation Mapping |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30–45 min | 90-180 min | 45-90 min | 20-45 min |
Participantsdifferent | 1-10 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Decision Rights Matrix, Agreement | Expectation Map, Alignment Notes, Agreements | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersTeam | ResponsibilityLeadershipTeam |