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| Criterion |  Innovation How Might We |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |
|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | High | Low |
Timedifferent | 30–45 min | Half day | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning |
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