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| Criterion |  Innovation Contradiction Analysis |  Operations Standard Work Analysis |  Operations Root Cause Tree Analysis |  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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | 1-3 h | 1-3 h | 1-4 h |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Cause Tree, Evidence Notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ContradictionsInnovationProblem solving | LeanProcessQuality | Root causeTreeIncidentQuality | InnovationProblem solvingContradictionsCreativity |