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Selected:Working BackwardsRoot Cause Tree AnalysisA3 Problem SolvingFailure Mode and Effects Analysis
| Criterion |  Product Discovery Working Backwards |  Operations Root Cause Tree Analysis |  Operations A3 Problem Solving |  Operations Failure Mode and Effects 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. | 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 2-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Cause Tree, Evidence Notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | VisionNarrativeAlignment | Root causeTreeIncidentQuality | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause |