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| Criterion |  Innovation Contradiction Analysis |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-120 min | 30 min Setup, dann laufend | 60-90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 2-8 | 1-3 maintaining, briefing for everyone | 3-6 | 3-15 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | RAID Log, Status Report Source | Salience Diagram, Strategy per Class | ROAM Board, Owner List |
Tagsno overlap | ContradictionsInnovationProblem solving | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment |