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| Criterion |  Product Discovery Working Backwards |  Operations 8D Problem Solving |  Facilitation Stakeholder Salience Model |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 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 | Medium | High | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 1-6 Wochen | 60-90 min | 60–90 min |
Participantsdifferent | 2-6 | 4-10 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Salience Diagram, Strategy per Class | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | VisionNarrativeAlignment | QualityProblem solvingRoot cause | StakeholdersFacilitationAlignmentGovernance | StakeholdersAlignmentFacilitationChange |