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| Criterion |  Innovation TRIZ |  Operations Root Cause Analysis |  Decision Making DACI |  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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | Medium |
Timedifferent | 1-4 h | 1-4 h | 30-60 min | 60-120 min |
Participantsdifferent | 2-8 | 3-8 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | DACI Matrix, Decision Owner, Decision Log | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident | DecisionRolesGovernanceAlignment | ContradictionsInnovationProblem solving |