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| Criterion |  Innovation How Might We |  Systems Thinking Futures Wheel |  Systems Thinking VUCA Scan |  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. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | Medium | Low | High |
Timedifferent | 30–45 min | 60-120 min | 30-90 min | Half day |
Participantsdifferent | 1-10 | 3-10 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Futures Wheel, Consequence Chains, Strategic Signals | VUCA Map, Response Options, Signal and Learning Plan | Leverage Map, Action Strategy |
Tagsno overlap | FramingOpportunityIdeationQuestions | ForesightSystems thinkingSignals | SensemakingUncertaintyComplexityStrategyForesight | Systems thinkingChangeStrategy |