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| Criterion |  Innovation TRIZ |  Decision Making Pareto Analysis |  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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | Medium | Medium |
Timedifferent | 1-4 h | 30-60 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 | Pareto Chart, Top Causes, Focus List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | PrioritizationQualityFocusRoot cause | Root causeProblem solvingQualityIncident | ContradictionsInnovationProblem solving |