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| Criterion |  Innovation How Might We |  Agile WSJF |  Operations Root Cause Tree Analysis |  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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30–45 min | 45-90 min | 1-3 h | 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 | Ranked Backlog, Cost-of-Delay Assumptions | Cause Tree, Evidence Notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FramingOpportunityIdeationQuestions | LeanEconomicsSequencePrioritization | Root causeTreeIncidentQuality | PrioritizationQualityFocusRoot cause |