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| Criterion |  Innovation How Might We |  Systems Thinking Futures Wheel |  Decision Making Cynefin Workshop |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | Medium | Medium | Medium |
Timedifferent | 30–45 min | 60-120 min | 60-180 min | 45-90 min |
Participantsdifferent | 1-10 | 3-10 | 4-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Futures Wheel, Consequence Chains, Strategic Signals | Cynefin Map, Domain-specific Actions, Sensemaking Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | ForesightSystems thinkingSignals | ComplexitySensemakingDecision | Systems thinkingFramingStakeholders |