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| Criterion |  Innovation How Might We |  Systems Thinking Rich Picture |  Operations Causal Factor 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. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | Low | High | Medium |
Timedifferent | 30–45 min | 30-90 min | 2-6 h | 45-90 min |
Participantsdifferent | 1-10 | 2-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Rich Picture, Problem Framing Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingSoft systemsFramingVisualization | CausalityIncidentRoot causeTimeline | Systems thinkingFramingStakeholders |