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| Criterion |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  Innovation Contradiction Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Low | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 60–90 min | 60-120 min | 60-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Salience Diagram, Strategy per Class |
Tagsno overlap | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentGovernance |