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| Criterion |  Delivery RAID Log |  Facilitation Alignment Mapping |  Innovation Reverse Brainstorming |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | Low | Medium | Low | Medium |
Timedifferent | 30 min Setup, dann laufend | 1-2 h | 30-60 min | 60-90 min |
Participantsdifferent | 1-3 maintaining, briefing for everyone | 4-12 | 3-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | RAID Log, Status Report Source | Alignment Map, Open Issues, Decision Questions | Reverse Ideas, Risk Themes, Solution Ideas | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskTrackingStakeholdersGovernance | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityRisk | StakeholdersFacilitationAlignmentGovernance |