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| Criterion |  Operations Change Analysis |  Innovation Design Thinking |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-120 min | 1 Tag bis mehrere Wochen | 1-4 h | 15-30 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | InnovationPrototypeResearch | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |