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| Criterion |  Product Discovery Jobs to Be Done |  Agile WSJF |  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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | High | Low | Medium |
Timedifferent | 1-3 Wochen | 45-90 min | 30-60 min | 60-90 min |
Participantsdifferent | 5-12 Interviews | 3-10 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Ranked Backlog, Cost-of-Delay Assumptions | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | CustomerOutcomesNeeds | LeanEconomicsSequencePrioritization | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |