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| Criterion |  Facilitation Stakeholder Salience Model |  Product Discovery Assumption Mapping |  Agile ROAM Board |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | 45-60 min | 20-40 min initial, dann laufend | 1-2 h |
Participantsdifferent | 3-6 | 2-8 | 3-15 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Assumption map, Test backlog, Risk ranking | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | AssumptionsRiskExperimentsValidation | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation |