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| Criterion |  Facilitation Stakeholder Salience Model |  Innovation Rapid Ideation |  Facilitation Alignment Mapping |  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 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 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 | Medium | Low |
Timedifferent | 60-90 min | 5-20 min | 1-2 h | 45-90 min |
Participantsdifferent | 3-6 | 1-20 | 4-12 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | Ideenpool, Roh-Shortlist, Cluster | Alignment Map, Open Issues, Decision Questions | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | BrainstormingIdeationDivergenceSpeed | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityDivergenceWorkshop |