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| Criterion |  Operations Kepner-Tregoe |  Product Strategy RICE Scoring |  Product Strategy ICE Scoring |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | High | Medium | Low | Low |
Timedifferent | 2-8 h | 60-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | RICE Scores, Ranked List, Assumption Log | ICE Table, Top Idea List | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | PrioritizationScoringRoadmapTradeoffs | PrioritizationScoringGrowthDecision | Root causeIncidentLeanProblem solving |