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| Criterion |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  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. | 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. | 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 | 30-90 min | 30-60 min |
Participantsdifferent | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Decision Tree, Option Map, Assumption List | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | ContradictionsInnovationProblem solving | DecisionTreeOptions | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
