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| Criterion |  Innovation Contradiction Analysis |  Innovation TRIZ |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 60-120 min | 1-4 h | 60–90 min |
Participantssame | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
