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| Criterion |  Facilitation Power Interest Grid |  Innovation TRIZ |  Facilitation Stakeholder Salience Model |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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 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 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 1-4 h | 60-90 min | 15-45 min |
Participantsdifferent | 2-8 | 2-8 | 3-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Contradiction Statement, Inventive Principles, Solution Concepts | Salience Diagram, Strategy per Class | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentGovernance | ComparisonFacilitationAlignment |