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| Criterion |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Medium | Low | Low |
Timedifferent | 60-120 min | 45-90 min | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tags1 shared | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |