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| Criterion |  Innovation How Might We |  Decision Making Force Field Analysis |  Systems Thinking CATWOE Analysis |  Facilitation Alignment 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. | 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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Force Field Map, Change Levers, Risk Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | ChangeDecisionStrategy | Systems thinkingFramingStakeholders | AlignmentStakeholdersStrategyFacilitation |