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| Criterion |  Operations Process Mapping |  Innovation Design Thinking |  Innovation Contradiction Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1 Tag bis mehrere Wochen | 60-120 min | 20-45 min |
Participantsdifferent | 3-10 | 4-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | InnovationPrototypeResearch | ContradictionsInnovationProblem solving | LearningOperationsImprovement |