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| Criterion |  Innovation Brainstorming |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |
|---|---|---|---|
Purposedifferent | 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 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. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 30-60 min | 45-90 min | 60-120 min |
Participantsdifferent | 4-12 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Idea pool, Theme clusters, Shortlist | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | BrainstormingIdeationCreativityWorkshopDivergence | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
