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| Criterion |  Operations Process Mapping |  Innovation Contradiction Analysis |  Innovation Design Charrette |
|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 60-120 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-10 | 2-8 | 10-50 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ProcessOperationsImprovement | ContradictionsInnovationProblem solving | BrainstormingWorkshopCollaborationIdeation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
