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| Criterion |  Innovation TRIZ |  Innovation Design Thinking |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | High | Medium |
Timedifferent | 1-4 h | 1 Tag bis mehrere Wochen | 60-90 min |
Participantsdifferent | 2-8 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Prototype, Test Learnings | Salience Diagram, Strategy per Class |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | InnovationPrototypeResearch | StakeholdersFacilitationAlignmentGovernance |
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