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| Criterion |  Innovation Contradiction Analysis |  Innovation Design Thinking |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | Medium | High | Medium | Low |
Timedifferent | 60-120 min | 1 Tag bis mehrere Wochen | 1-2 h | 30-60 min |
Participantsdifferent | 2-8 | 4-10 | 4-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Problem Statement, Prototype, Test Learnings | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationPrototypeResearch | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |