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| Criterion |  Systems Thinking Rich Picture |  Innovation How Might We |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | 30-90 min | 30–45 min | 60-90 min | 1-2 h |
Participantsdifferent | 2-10 | 1-10 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | HMW Questions, Challenge Framing, Idea Prompts | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | FramingOpportunityIdeationQuestions | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |