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| Criterion |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  Agile ROAM Board |  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 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Low | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 60–90 min | 20-40 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentPlanning |