View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Process Mapping |  Innovation Contradiction Analysis |  Operations Kepner-Tregoe |  Innovation TRIZ |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 60-120 min | 2-8 h | 1-4 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Analysis, Decision Analysis, Risk Plan | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | ProcessOperationsImprovement | ContradictionsInnovationProblem solving | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity |