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| Criterion |  Innovation How Might We |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30–45 min | 1-4 Wochen | 45-90 min | Half day |
Participantsdifferent | 1-10 | 6-30 Experten | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | FramingOpportunityIdeationQuestions | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | Systems thinkingChangeStrategy |