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| Criterion |  Innovation How Might We |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  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. | 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. | 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 | Low | Medium |
Timedifferent | 30–45 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingChangeStrategy | ChangeDecisionStrategy | Systems thinkingFramingStakeholders |