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| Criterion |  Innovation Contradiction Analysis |  Business Strategy SWOT Analysis |  Innovation TRIZ |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 60-120 min | 30-60 min | 1-4 h | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | SWOT matrix, Strategic options, Action list | Contradiction Statement, Inventive Principles, Solution Concepts | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | ContradictionsInnovationProblem solving | StrategyAnalysisMarketPositioning | InnovationProblem solvingContradictionsCreativity | StrategyMarketAnalysis |