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| Criterion |  Product Discovery Opportunity Solution Tree |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
Purposedifferent | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 60–90 min | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |
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