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| Criterion |  Innovation Design Thinking |  Facilitation Stakeholder Salience Model |  Delivery RAID Log |  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 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | 60-90 min | 30 min Setup, dann laufend | 60–90 min |
Participantsdifferent | 4-10 | 3-6 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Salience Diagram, Strategy per Class | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | InnovationPrototypeResearch | StakeholdersFacilitationAlignmentGovernance | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange |