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| Criterion |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  Innovation Design Charrette |  Innovation Brainstorming |
|---|---|---|---|---|
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 a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 60-120 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 2-5 | 2-8 | 10-50 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence |