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| Criterion |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Innovation TRIZ |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | Low | Medium | High | Low |
Timedifferent | 30-60 min | 60-90 min | 1-4 h | 60–90 min |
Participantsdifferent | 2-8 | 3-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | Contradiction Statement, Inventive Principles, Solution Concepts | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | InnovationProblem solvingContradictionsCreativity | StakeholdersAlignmentFacilitationChange |