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| Criterion |  Facilitation Stakeholder Salience Model |  Product Discovery Learning Card |  Product Discovery Assumption Mapping |  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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Low | Medium | Medium |
Timedifferent | 60-90 min | 25-40 min | 45-60 min | 1-2 h |
Participantsdifferent | 3-6 | 1-5 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Learning Card with evidence and next action | Assumption map, Test backlog, Risk ranking | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | ExperimentsValidationDiscoveryLearning | AssumptionsRiskExperimentsValidation | AlignmentStakeholdersStrategyFacilitation |