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| Criterion |  Innovation How Might We |  Systems Thinking Polarity Mapping |  Operations Accountability Ladder |  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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | Medium | Low | Medium |
Timedifferent | 30–45 min | 1-2 h | 20-45 min | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Polarity Map, Warning Signs, Balance Actions | Ownership Reflection, Action Commitment, Coaching Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingTradeoffsLeadership | ResponsibilityLeadershipTeam | Systems thinkingFramingStakeholders |