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| Criterion |  Innovation TRIZ |  Decision Making Assumption Surfacing |  Innovation Brainstorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 h | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Assumption List, Critical Assumptions, Learning Plan | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | AssumptionsRiskDecisionDiscovery | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |