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| Criterion |  Innovation Contradiction Analysis |  Agile Example Mapping |  Operations 5 Whys |  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. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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 | Low | Low | High |
Timedifferent | 60-120 min | 30-60 min | 15-30 min | 1-4 h |
Participantsdifferent | 2-8 | 3-7 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Example Map, Acceptance Criteria, Open Questions | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | Behavior-Driven DevelopmentRequirementsExamplesRefinement | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity |