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| Criterion |  Agile ROAM Board |  Innovation Contradiction Analysis |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-40 min initial, dann laufend | 60-120 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-15 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskAgileTrackingAlignment | ContradictionsInnovationProblem solving | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |