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| Criterion |  Innovation Contradiction Analysis |  Facilitation Stakeholder Salience Model |  Decision Making DACI |  Decision Making Decision Rights 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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-120 min | 60-90 min | 30-60 min | 90-180 min |
Participantsdifferent | 2-8 | 3-6 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |