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| Criterion |  Innovation Morphological Analysis |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 60-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 2-8 | 3-6 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Morphological Box, Concept Combinations, Idea Shortlist | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | IdeationInnovationCreativity | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityReframingInnovation |