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| Criterion |  Innovation Lean Startup |  Facilitation Team Charter |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-4 h | 60-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Team Charter, Working Norms, Role Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanStartupValidationMVP | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentGovernance |
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