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| Criterion |  Innovation TRIZ |  Operations Getting Things Done |  Operations Root Cause Tree Analysis |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Low |
Timedifferent | 1-4 h | 1-2 h Setup, laufend | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 1 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Action Lists, Project List, Review Routine | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | ProductivityPlanningTasksExecution | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |