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| Criterion |  Product Discovery Opportunity Scoring |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 60-120 min | 60-90 min | 60–90 min |
Participantsdifferent | 3-6 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
