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| Criterion |  Innovation TRIZ |  Decision Making Decision Tree |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1-4 h | 30-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-8 | 1-6 | 2-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionTreeOptions | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |