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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Rapid Ideation |  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. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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 | Low | Medium | Low |
Timedifferent | 60-90 min | 5-20 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-6 | 1-20 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Ideenpool, Roh-Shortlist, Cluster | Alignment Map, Open Issues, Decision Questions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | BrainstormingIdeationDivergenceSpeed | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityWorkshopDivergence |