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| Criterion |  Innovation TRIZ |  Decision Making Decision Tree |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium | Medium |
Timedifferent | 1-4 h | 30-90 min | 1-4 h | 60-120 min |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Tree, Option Map, Assumption List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionTreeOptions | Root causeProblem solvingQualityIncident | ContradictionsInnovationProblem solving |