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| Criterion |  Product Discovery Working Backwards |  Delivery Communication Plan |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 60-90 min | 45-120 min |
Participantsdifferent | 2-6 | 2-6 | 3-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | VisionNarrativeAlignment | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation |