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| Criterion |  Innovation Contradiction Analysis |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 60-120 min | 2-6 h | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ContradictionsInnovationProblem solving | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | Root causeQualityOperations |