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| Criterion |  Innovation Contradiction Analysis |  Innovation Design Thinking |  Operations A3 Problem Solving |  Innovation TRIZ |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-120 min | 1 Tag bis mehrere Wochen | 45-90 min | 1-4 h |
Participantsdifferent | 2-8 | 4-10 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Prototype, Test Learnings | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationPrototypeResearch | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity |