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| Criterion |  Innovation Contradiction Analysis |  Agile Sailboat Retrospective |  Agile Start Stop Continue |  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 team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | High |
Timedifferent | 60-120 min | 45-90 min | 30-60 min | 1-4 h |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection | InnovationProblem solvingContradictionsCreativity |