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| Criterion |  Innovation Contradiction Analysis |  Facilitation Alignment Mapping |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-120 min | 1-2 h | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-15 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Alignment Map, Open Issues, Decision Questions | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | ContradictionsInnovationProblem solving | AlignmentStakeholdersStrategyFacilitation | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |