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| Criterion |  Innovation TRIZ |  Facilitation Power Interest Grid |  Facilitation Decision Jam |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 1-4 h | 30-60 min | 60-90 min | 60–90 min |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Power Interest Grid, Strategy per Stakeholder | Problem Cluster, Prioritized Challenge, Experiment | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentPlanning | FacilitationDecisionProblem solvingWorkshop | StakeholdersAlignmentFacilitationChange |