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| Criterion |  Innovation Double Diamond |  Facilitation Stakeholder Salience Model |  Delivery RAID Log |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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 | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 60-90 min | 30 min Setup, dann laufend | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Salience Diagram, Strategy per Class | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProcessDivergenceInnovation | StakeholdersFacilitationAlignmentGovernance | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange |