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| Criterion |  Facilitation Power Interest Grid |  Innovation SCAMPER |  Facilitation Alignment Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. | 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 team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 30-60 min | 1-2 h | 30-60 min |
Participantsdifferent | 2-8 | 2-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | SCAMPER Idea List, Concept Shortlist, Variation Notes | Alignment Map, Open Issues, Decision Questions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | BrainstormingIdeationCreativityReframingInnovation | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityWorkshopDivergence |