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| Criterion |  Innovation TRIZ |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 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 | Low | Medium |
Timedifferent | 1-4 h | 30-60 min | 60–90 min | 60-120 min |
Participantssame | 2-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | ContradictionsInnovationProblem solving |