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| Criterion |  Innovation Design Thinking |  Facilitation Consensus Workshop |  Decision Making Constraint Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 1-3 h | 30-90 min | 30-60 min |
Participantsdifferent | 4-10 | 5-30 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Consensus Clusters, Theme Titles, Priority Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | InnovationPrototypeResearch | FacilitationConsensusWorkshopAlignment | ConstraintsDecisionPlanningOptions | StakeholdersFacilitationAlignmentPlanning |