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| Criterion |  Innovation Contradiction Analysis |  Delivery RAID Log |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-120 min | 30 min Setup, dann laufend | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 1-3 maintaining, briefing for everyone | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | RAID Log, Status Report Source | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | ContradictionsInnovationProblem solving | RiskTrackingStakeholdersGovernance | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |