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| Criterion |  Agile ROAM Board |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | 45-90 min | 30-60 min | 60-90 min |
Participantsdifferent | 3-15 | 2-5 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class |
Tagsno overlap | RiskAgileTrackingAlignment | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance |