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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Contradiction Analysis |  Facilitation Alignment Mapping |  Innovation TRIZ |
|---|---|---|---|---|
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 system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 60-90 min | 60-120 min | 1-2 h | 1-4 h |
Participantsdifferent | 3-6 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Alignment Map, Open Issues, Decision Questions | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | ContradictionsInnovationProblem solving | AlignmentStakeholdersStrategyFacilitation | InnovationProblem solvingContradictionsCreativity |