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| Criterion |  Innovation Contradiction Analysis |  Innovation Lean Startup |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | Wochen bis Monate je Lernzyklus | 1-4 h | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | ContradictionsInnovationProblem solving | LeanStartupValidationMVP | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |