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| Criterion |  Innovation How Might We |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30–45 min | 45-90 min | 20-45 min | 2-8 h |
Participantsdifferent | 1-10 | 2-5 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |