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| Criterion |  Innovation How Might We |  Systems Thinking Polarity Mapping |  Operations 8D Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30–45 min | 1-2 h | 1-6 Wochen | 15-30 min |
Participantsdifferent | 1-10 | 3-12 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Polarity Map, Warning Signs, Balance Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | FramingOpportunityIdeationQuestions | Systems thinkingTradeoffsLeadership | QualityProblem solvingRoot cause | Root causeIncidentLeanProblem solving |