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| Criterion |  Product Strategy Impact Mapping |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-120 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |