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| Criterion |  Product Strategy DIBB |  Innovation Contradiction Analysis |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1-2 h | 60-120 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyDecisionAssumptionsHypothesis | ContradictionsInnovationProblem solving | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |