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| Criterion |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  Innovation TRIZ |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-90 min | 2-8 h | 1-4 h | 60-120 min |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving |