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| Criterion |  Product Discovery Assumption Mapping |  Decision Making Pareto Analysis |  Operations Root Cause Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-60 min | 30-60 min | 1-4 h | 2-6 h |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Pareto Chart, Top Causes, Focus List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | AssumptionsRiskExperimentsValidation | PrioritizationQualityFocusRoot cause | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |