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| Criterion |  Innovation Contradiction Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Consensus Workshop |
|---|---|---|---|
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 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 60-120 min | 60-90 min | 1-3 h |
Participantsdifferent | 2-8 | 3-6 | 5-30 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Salience Diagram, Strategy per Class | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentGovernance | FacilitationConsensusWorkshopAlignment |
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