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| Criterion |  Innovation Double Diamond |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate | 60-120 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | ProcessDivergenceInnovation | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |