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| Criterion |  Innovation Contradiction Analysis |  Decision Making Constraint Analysis |  Facilitation Consensus Workshop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-120 min | 30-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Consensus Clusters, Theme Titles, Priority Areas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ContradictionsInnovationProblem solving | ConstraintsDecisionPlanningOptions | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentPlanning |