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| Criterion |  Product Discovery Opportunity Interview |  Decision Making RAPID |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 45-90 min | 60-90 min | 1-2 h |
Participantsdifferent | 5-12 Interviews | 3-12 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | RAPID Role Map, Recommendation, Decision Log | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | DecisionRolesGovernance | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |