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| Criterion |  Innovation Contradiction Analysis |  Facilitation Six Thinking Hats |  Facilitation Consensus Workshop |  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 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | 45-90 min | 1-3 h | 1-4 h |
Participantsdifferent | 2-8 | 4-12 | 5-30 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Perspective Notes, Decision Inputs, Action Items | Consensus Clusters, Theme Titles, Priority Areas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | FacilitationOptionsDecision | FacilitationConsensusWorkshopAlignment | InnovationProblem solvingContradictionsCreativity |