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| Criterion |  Product Discovery Solution Interview |  Facilitation Stakeholder Mapping |  Operations Change Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 30-60 min je Interview | 60–90 min | 45-120 min | 60-90 min |
Participantsdifferent | 5-10 Interviews | 2-8 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Stakeholder Map, Engagement Plan, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Salience Diagram, Strategy per Class |
Tagsno overlap | ValidationInterviewsPrototype | StakeholdersAlignmentFacilitationChange | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentGovernance |