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| Criterion |  UX Design Service Blueprinting |  Operations ALPEN Method |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 | High | Low | Medium | Low |
Timedifferent | 0.5-2 Tage | 10-20 min daily | 60-90 min | 30-60 min |
Participantsdifferent | 6-12 | 1 | 3-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Service Blueprint, Fail Points, Ownership Map | Daily Plan, Time Estimates, Review Notes | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Service designOperationsJourneyBlueprint | PlanningTime managementProductivityOperations | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |