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| Criterion |  Innovation How Might We |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 30-90 min | 60-90 min | 1-2 h |
Participantsdifferent | 1-10 | 1-10 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VUCA Map, Response Options, Signal and Learning Plan | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |