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| Criterion |  Innovation Contradiction Analysis |  Operations RACI Matrix |  Decision Making RAPID |  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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Medium | High |
Timedifferent | 60-120 min | 45-90 min | 45-90 min | 1-4 h |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity |