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| Criterion |  Innovation How Might We |  Decision Making Delphi Method |  Systems Thinking CATWOE Analysis |  Decision Making Force Field 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30–45 min | 1-4 Wochen | 45-90 min | 45-90 min |
Participantsdifferent | 1-10 | 6-30 Experten | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Expert Forecast, Consensus Range, Assumption Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | ForecastingExpertsDecisionStrategy | Systems thinkingFramingStakeholders | ChangeDecisionStrategy |