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| Criterion |  Innovation TRIZ |  Decision Making Constraint Analysis |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-4 h | 30-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | ConstraintsDecisionPlanningOptions | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |