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| Criterion |  Innovation Design Thinking |  Facilitation Decision Jam |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 60-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 4-10 | 4-10 | 3-6 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Problem Cluster, Prioritized Challenge, Experiment | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | InnovationPrototypeResearch | FacilitationDecisionProblem solvingWorkshop | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |