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| Criterion |  Innovation Double Diamond |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |  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. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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 | Medium | Low |
Timedifferent | Wochen bis Monate | 60-90 min | 45-120 min | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProcessDivergenceInnovation | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange |