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| Criterion |  Decision Making Decision Rights Mapping |  Innovation TRIZ |  Operations Kepner-Tregoe |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 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 | High |
Timedifferent | 90-180 min | 1-4 h | 2-8 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations |
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