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| Criterion |  Innovation Contradiction Analysis |  Decision Making Decision Tree |  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. | 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-120 min | 30-90 min | 45-90 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 | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | ContradictionsInnovationProblem solving | DecisionTreeOptions | FacilitationOptionsDecision |
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