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| Criterion |  Innovation How Might We |  Agile WSJF |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30–45 min | 45-90 min | 30-120 min | 45-90 min |
Participantsdifferent | 1-10 | 3-10 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Ranked Backlog, Cost-of-Delay Assumptions | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | FramingOpportunityIdeationQuestions | LeanEconomicsSequencePrioritization | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |