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| Criterion |  Product Discovery Outcome-Driven Innovation |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | High | Medium | Medium | Medium |
Timedifferent | Mehrere Wochen | 1-2 h | 45-90 min | 60-90 min |
Participantsdifferent | 2-6 researchers plus sample | 4-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class |
Tagsno overlap | OutcomesInnovationResearchQuantitative | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance |