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| Criterion |  Operations After-Action Review |  Innovation Morphological Analysis |  Innovation TRIZ |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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 | Low | Medium | High | Low |
Timedifferent | 20-45 min | 1-3 h | 1-4 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Morphological Box, Concept Combinations, Idea Shortlist | Contradiction Statement, Inventive Principles, Solution Concepts | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LearningOperationsImprovement | IdeationInnovationCreativity | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityWorkshopDivergence |