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| Criterion |  Innovation Contradiction Analysis |  Decision Making Assumption Surfacing |  Facilitation Consensus Workshop |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-120 min | 45-90 min | 1-3 h | 60-120 min |
Participantsdifferent | 2-8 | 2-8 | 5-30 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Assumption List, Critical Assumptions, Learning Plan | Consensus Clusters, Theme Titles, Priority Areas | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | ContradictionsInnovationProblem solving | AssumptionsRiskDecisionDiscovery | FacilitationConsensusWorkshopAlignment | FacilitationAlignmentDiscovery |