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| Criterion |  Innovation Contradiction Analysis |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Mapping |  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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low |
Timedifferent | 60-120 min | 45-90 min | 60–90 min | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Perspective Notes, Decision Inputs, Action Items | Stakeholder Map, Engagement Plan, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ContradictionsInnovationProblem solving | FacilitationOptionsDecision | StakeholdersAlignmentFacilitationChange | FacilitationDecisionProblem solvingWorkshop |