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| Criterion |  Operations A3 Problem Solving |  Innovation TRIZ |  Innovation Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
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. | 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. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-5 | 2-8 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Idea pool, Theme clusters, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityReframingInnovation |