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| Criterion |  Facilitation Mind Mapping |  Product Discovery Jobs to Be Done |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-45 min | 1-3 Wochen | 60-90 min | 1-2 h |
Participantsdifferent | 1-10 | 5-12 Interviews | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Job Stories, Outcome Statements, Opportunity List | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | CustomerOutcomesNeeds | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |