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| Criterion |  Innovation TRIZ |  Decision Making OODA Loop |  Facilitation Stakeholder Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 h | 15-60 min je Zyklus | 60–90 min | 60-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange | FacilitationDecisionProblem solvingWorkshop |