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| Criterion |  Innovation TRIZ |  Operations After-Action Review |  Operations Gemba Walk |  Innovation Contradiction Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | Low | Medium |
Timedifferent | 1-4 h | 20-45 min | 30-120 min | 60-120 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Lessons learned, Action items, Event summary | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | LearningOperationsImprovement | LeanObservationProcessOperations | ContradictionsInnovationProblem solving |