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| Criterion |  Innovation TRIZ |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 h | 90-180 min | 2-8 h | 15-30 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |