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| Criterion |  Innovation Double Diamond |  Facilitation Stakeholder Mapping |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Wochen bis Monate | 60–90 min | 20-40 min initial, dann laufend | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-15 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List | Salience Diagram, Strategy per Class |
Tagsno overlap | ProcessDivergenceInnovation | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance |