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| Criterion |  Agile Example Mapping |  Operations Root Cause Analysis |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-4 h | 60-120 min | 1-3 h |
Participantsdifferent | 3-7 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Example Map, Acceptance Criteria, Open Questions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Behavior-Driven DevelopmentRequirementsExamplesRefinement | Root causeProblem solvingQualityIncident | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality |