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| Criterion |  Innovation Design Thinking |  Decision Making Pareto Analysis |  Innovation Contradiction Analysis |
|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | High | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 30-60 min | 60-120 min |
Participantsdifferent | 4-10 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Pareto Chart, Top Causes, Focus List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationPrototypeResearch | PrioritizationQualityFocusRoot cause | ContradictionsInnovationProblem solving |
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