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| Criterion |  Operations After-Action Review |  Innovation TRIZ |  Innovation Double Diamond |  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 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 complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 | High | Medium | Low |
Timedifferent | 20-45 min | 1-4 h | Wochen bis Monate | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LearningOperationsImprovement | InnovationProblem solvingContradictionsCreativity | ProcessDivergenceInnovation | BrainstormingIdeationCreativityWorkshopDivergence |