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| Criterion |  Product Discovery Jobs to Be Done |  Facilitation Problem Framing Workshop |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 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 | Low | Medium | Low |
Timedifferent | 1-3 Wochen | 60-120 min | 60-90 min | 60–90 min |
Participantsdifferent | 5-12 Interviews | 4-10 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | CustomerOutcomesNeeds | FacilitationAlignmentDiscovery | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |