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| Criterion |  Product Discovery Jobs to Be Done |  Facilitation Mind Mapping |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | 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 | 1-3 Wochen | 15-45 min | 30-60 min | 60-90 min |
Participantsdifferent | 5-12 Interviews | 1-10 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Mind Map, Topic Clusters, Open Questions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | CustomerOutcomesNeeds | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |