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| Criterion |  Innovation Double Diamond |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate | 60-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProcessDivergenceInnovation | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning |