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| Criterion |  Innovation Contradiction Analysis |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |  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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Medium | High |
Timedifferent | 60-120 min | 1-4 h | 1-3 h | 1-4 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality | InnovationProblem solvingContradictionsCreativity |