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| Criterion |  Decision Making Constraint Analysis |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-90 min | 60-120 min | 30-90 min | 1-4 h |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Tree, Option Map, Assumption List | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ContradictionsInnovationProblem solving | DecisionTreeOptions | InnovationProblem solvingContradictionsCreativity |