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| Criterion |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |  Decision Making Decision Tree |  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 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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Low |
Timedifferent | 60-120 min | 1-3 h | 30-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures |
Tagsno overlap | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality | DecisionTreeOptions | Root causeIncidentLeanProblem solving |