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| Criterion |  Innovation Lean Startup |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-90 min | 1-2 h | 15-45 min |
Participantsdifferent | 2-8 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | LeanStartupValidationMVP | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | ComparisonFacilitationAlignment |