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| Criterion |  Innovation How Might We |  Product Discovery Context Canvas |  Operations Fishbone Diagram |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | When an environment of users, systems, and constraints is hard to grasp, it puts the context compactly on the table. It creates a clear reading of influence, boundary, and dependency. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Context canvas, Open questions, Shared context notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FramingOpportunityIdeationQuestions | ContextFramingRequirementsCanvas | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |