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| Criterion |  Innovation How Might We |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|
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. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Low | Low | High |
Timedifferent | 30–45 min | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 1-10 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FramingOpportunityIdeationQuestions | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
