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| Criterion |  Innovation Design Sprint |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Medium | Low |
Timedifferent | 4-5 Tage | 60-90 min | 60–90 min |
Participantsdifferent | 5-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Design sprintPrototypeValidationInnovation | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
