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| Criterion |  Innovation Design Thinking |  Innovation Contradiction Analysis |  Product Discovery Outcome-Driven Innovation |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 60-120 min | Mehrere Wochen | 15-30 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 researchers plus sample | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Root cause notes, Countermeasures |
Tagsno overlap | InnovationPrototypeResearch | ContradictionsInnovationProblem solving | OutcomesInnovationResearchQuantitative | Root causeIncidentLeanProblem solving |