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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|
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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 60-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-6 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Idea pool, Theme clusters, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityDivergenceWorkshop |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
