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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Innovation TRIZ |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium |
Timedifferent | 60–90 min | 1-2 h | 1-4 h | 60-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Contradiction Statement, Inventive Principles, Solution Concepts | Salience Diagram, Strategy per Class |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentGovernance |