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| Criterion |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  Decision Making Decision Rights Mapping |  Innovation TRIZ |
|---|---|---|---|---|
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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 60-120 min | 90-180 min | 1-4 h |
Participantsdifferent | 2-5 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity |