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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Innovation TRIZ |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | High | Medium |
Timedifferent | Wochen bis Monate | 30-120 min | 1-4 h | 60-120 min |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity | ContradictionsInnovationProblem solving |