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| Criterion |  Decision Making Decision Tree |  Innovation Contradiction Analysis |  Facilitation Decision Jam |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Low | High |
Timedifferent | 30-90 min | 60-120 min | 60-90 min | 1-4 h |
Participantsdifferent | 1-6 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Cluster, Prioritized Challenge, Experiment | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | DecisionTreeOptions | ContradictionsInnovationProblem solving | FacilitationDecisionProblem solvingWorkshop | InnovationProblem solvingContradictionsCreativity |