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| Criterion |  Innovation Contradiction Analysis |  Business Strategy Business Model Canvas |  Decision Making OODA Loop |
|---|---|---|---|
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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Business Model Canvas, Assumption List, Business Hypotheses | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ContradictionsInnovationProblem solving | Business modelStrategyValueInnovation | DecisionChangeLearningStrategy |
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