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| Criterion |  Innovation TRIZ |  Agile ROAM Board |  Facilitation Alignment Mapping |  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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 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 | Medium | Low |
Timedifferent | 1-4 h | 20-40 min initial, dann laufend | 1-2 h | 60–90 min |
Participantsdifferent | 2-8 | 3-15 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | ROAM Board, Owner List | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | RiskAgileTrackingAlignment | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |