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| Criterion |  Decision Making Assumption Surfacing |  Innovation Contradiction Analysis |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 60-120 min | 1-2 h | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ContradictionsInnovationProblem solving | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |