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| Criterion |  Operations Change Analysis |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 20-40 min initial, dann laufend | 60-90 min | 15-45 min |
Participantsdifferent | 2-6 | 3-15 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | ROAM Board, Owner List | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment |