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| Criterion |  Product Discovery Working Backwards |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1-4 h | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | Root causeTreeIncidentQuality |