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| Criterion |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 60–90 min | 60-90 min | 1-3 h |
Participantsdifferent | 4-10 | 2-8 | 3-6 | 5-30 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | FacilitationConsensusWorkshopAlignment |