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| Criterion |  Operations Process Mapping |  Innovation Design Thinking |  Innovation Contradiction Analysis |
|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 60-120 min |
Participantsdifferent | 3-10 | 4-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | ProcessOperationsImprovement | InnovationPrototypeResearch | ContradictionsInnovationProblem solving |
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