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| Criterion |  Operations Root Cause Analysis |  Innovation TRIZ |  Innovation SCAMPER |  Innovation Contradiction 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. | 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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low | Medium |
Timedifferent | 1-4 h | 1-4 h | 30-60 min | 60-120 min |
Participantsdifferent | 3-8 | 2-8 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | Root causeProblem solvingQualityIncident | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation | ContradictionsInnovationProblem solving |