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| Criterion |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |  Decision Making Constraint Analysis |
|---|---|---|---|
Purposedifferent | 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 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 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 60-120 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations | ConstraintsDecisionPlanningOptions |
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