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| Criterion |  Innovation How Might We |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |  Decision Making Force Field 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30–45 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy |