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| Criterion |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 60–90 min | 1-4 h | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentPlanning |