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| Criterion |  Innovation TRIZ |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-4 h | 60–90 min | 2-4 h | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |