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| Criterion |  Innovation Contradiction Analysis |  Agile Sprint Retrospective |  Operations A3 Problem Solving |  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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | High |
Timedifferent | 60-120 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 1-4 h |
Participantsdifferent | 2-8 | Scrum Team | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Improvement actions, Team agreements | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | RetrospectiveImprovementLearning | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity |