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| Criterion |  Innovation Contradiction Analysis |  Innovation TRIZ |  Decision Making Decision Tree |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-120 min | 1-4 h | 30-90 min | 2-8 h |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations |