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| Criterion |  Innovation How Might We |  Systems Thinking Polarity Mapping |  Systems Thinking Rich Picture |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30–45 min | 1-2 h | 30-90 min | 20-45 min |
Participantsdifferent | 1-10 | 3-12 | 2-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Polarity Map, Warning Signs, Balance Actions | Rich Picture, Problem Framing Notes | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingTradeoffsLeadership | Systems thinkingSoft systemsFramingVisualization | ResponsibilityLeadershipTeam |