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| Criterion |  Innovation Contradiction Analysis |  Facilitation Six Thinking Hats |  Operations 8D Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 45-90 min | 1-6 Wochen | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-10 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Perspective Notes, Decision Inputs, Action Items | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ContradictionsInnovationProblem solving | FacilitationOptionsDecision | QualityProblem solvingRoot cause | FacilitationDecisionProblem solvingWorkshop |