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| Criterion |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |  Innovation Lean Startup |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Low |
Timedifferent | 60-120 min | 45-90 min | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |