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| Criterion |  Innovation Contradiction Analysis |  Agile ROAM Board |  Delivery RAID Log |  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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-120 min | 20-40 min initial, dann laufend | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 2-8 | 3-15 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | ROAM Board, Owner List | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | ContradictionsInnovationProblem solving | RiskAgileTrackingAlignment | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |