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| Criterion |  Operations After-Action Review |  Innovation Contradiction Analysis |  Innovation TRIZ |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20-45 min | 60-120 min | 1-4 h | 2-8 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LearningOperationsImprovement | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations |