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| Criterion |  Innovation Contradiction Analysis |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |
|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 60-120 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ContradictionsInnovationProblem solving | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision |
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