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| Criterion |  Innovation Contradiction Analysis |  Facilitation Power Interest Grid |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 60-120 min | 30-60 min | 15-45 min | 60–90 min |
Participantssame | 2-8 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Power Interest Grid, Strategy per Stakeholder | Venn Diagram, Overlap Notes, Differentiators | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentPlanning | ComparisonFacilitationAlignment | StakeholdersAlignmentFacilitationChange |