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Selected:Contradiction AnalysisRoot Cause Tree AnalysisKepner-TregoeFailure Mode and Effects Analysis
| Criterion |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 60-120 min | 1-3 h | 2-8 h | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause |