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| Criterion |  Innovation Contradiction Analysis |  Decision Making Decision Rights Mapping |  Innovation Brainstorming |
|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 60-120 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Rights Matrix, Agreement | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ContradictionsInnovationProblem solving | DecisionGovernanceAlignmentResponsibility | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
