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| Criterion |  Innovation Design Thinking |  Product Strategy Impact Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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 | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 30-60 min | 60–90 min |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Impact Map, Outcome Hypotheses, Delivery Options | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | InnovationPrototypeResearch | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |