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| Criterion |  Innovation Contradiction Analysis |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 60-120 min | 1 Tag bis mehrere Wochen | 60–90 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange |
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