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| Criterion |  Innovation TRIZ |  Decision Making RAPID |  Operations Kepner-Tregoe |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 1-4 h | 45-90 min | 2-8 h | 15-30 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |