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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Design Charrette |  Facilitation Alignment Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-90 min | Halber Tag bis mehrere Tage | 1-2 h | 30-60 min |
Participantsdifferent | 3-6 | 10-50 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Alignment Map, Open Issues, Decision Questions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | BrainstormingWorkshopCollaborationIdeation | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityWorkshopDivergence |