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| Criterion |  Operations Root Cause Analysis |  Innovation Contradiction Analysis |  Innovation TRIZ |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-4 h | 60-120 min | 1-4 h | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Root causeProblem solvingQualityIncident | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | Root causeSafetyIncident |