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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Innovation Lotus Blossom |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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 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 a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 1-2 h | 45-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-6 | 4-12 | 3-10 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Lotus Diagram, Idea Themes, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingWorkshopCollaborationIdeation |