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| Criterion |  Innovation How Might We |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Medium |
Timedifferent | 30–45 min | Half day | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | Systems thinkingFramingStakeholders |