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| Criterion |  Operations After-Action Review |  Innovation Morphological Analysis |  Innovation TRIZ |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 20-45 min | 1-3 h | 1-4 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Morphological Box, Concept Combinations, Idea Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LearningOperationsImprovement | IdeationInnovationCreativity | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations |