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| Criterion |  Innovation Design Sprint |  Facilitation Alignment Mapping |  Innovation TRIZ |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium | High | Medium |
Timedifferent | 4-5 Tage | 1-2 h | 1-4 h | 60-90 min |
Participantsdifferent | 5-8 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Alignment Map, Open Issues, Decision Questions | Contradiction Statement, Inventive Principles, Solution Concepts | Salience Diagram, Strategy per Class |
Tagsno overlap | Design sprintPrototypeValidationInnovation | AlignmentStakeholdersStrategyFacilitation | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentGovernance |