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| Criterion |  Operations Process Mapping |  Innovation Double Diamond |  Innovation TRIZ |  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 problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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 | Medium | High | Low |
Timedifferent | 1-3 h | Wochen bis Monate | 1-4 h | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Contradiction Statement, Inventive Principles, Solution Concepts | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ProcessDivergenceInnovation | InnovationProblem solvingContradictionsCreativity | LearningOperationsImprovement |