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| Criterion |  Operations A3 Problem Solving |  Operations After-Action Review |  Innovation Design Thinking |  Innovation Contradiction Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 20-45 min | 1 Tag bis mehrere Wochen | 60-120 min |
Participantsdifferent | 2-5 | 3-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | InnovationPrototypeResearch | ContradictionsInnovationProblem solving |