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| Criterion |  Innovation How Might We |  Systems Thinking Intervention Mapping |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30–45 min | 1-5 Tage | 45-90 min | 60–90 min |
Participantsdifferent | 1-10 | 4-12 | 3-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | ChangeSystems thinkingCapability | Systems thinkingFramingStakeholders | StakeholdersAlignmentFacilitationChange |