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| Criterion |  Innovation TRIZ |  Facilitation Stakeholder Salience Model |  Decision Making DACI |  Facilitation Alignment 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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 60-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 2-8 | 3-6 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | AlignmentStakeholdersStrategyFacilitation |