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| Criterion |  Innovation How Might We |  Operations Scatter Diagram |  Decision Making Pareto Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
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 the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–45 min | 30-90 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-10 | 1-4 | 1-6 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Pareto Chart, Top Causes, Focus List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | FramingOpportunityIdeationQuestions | Root causeQualityVisualization | PrioritizationQualityFocusRoot cause | PrioritizationProductivityFocusExecution |