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| Criterion |  Product Strategy Impact Mapping |  Innovation TRIZ |  Operations Root Cause Tree Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 1-3 h | 15-30 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Contradiction Statement, Inventive Principles, Solution Concepts | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | InnovationProblem solvingContradictionsCreativity | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |