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| Criterion |  Innovation Contradiction Analysis |  Innovation Design Sprint |  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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | High | Medium |
Timedifferent | 60-120 min | 4-5 Tage | 60-90 min |
Participantsdifferent | 2-8 | 5-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Prototype, Test Findings, Decision Rationale | Salience Diagram, Strategy per Class |
Tagsno overlap | ContradictionsInnovationProblem solving | Design sprintPrototypeValidationInnovation | StakeholdersFacilitationAlignmentGovernance |
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