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| Criterion |  Innovation Lean Startup |  Innovation Contradiction Analysis |  Innovation TRIZ |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-120 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanStartupValidationMVP | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations |