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| Criterion |  Innovation Design Thinking |  Innovation Contradiction Analysis |  Facilitation Stakeholder Mapping |  Innovation TRIZ |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Low | High |
Timedifferent | 1 Tag bis mehrere Wochen | 60-120 min | 60–90 min | 1-4 h |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Stakeholder Map, Engagement Plan, Risk Notes | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | InnovationPrototypeResearch | ContradictionsInnovationProblem solving | StakeholdersAlignmentFacilitationChange | InnovationProblem solvingContradictionsCreativity |