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| Criterion |  Innovation Contradiction Analysis |  Decision Making Constraint Analysis |  Operations Root Cause Tree Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 60-120 min | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cause Tree, Evidence Notes, Countermeasures | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ContradictionsInnovationProblem solving | ConstraintsDecisionPlanningOptions | Root causeTreeIncidentQuality | DecisionTreeOptions |