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| Criterion |  Product Discovery Working Backwards |  Facilitation Decision Jam |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 60-90 min | 90-180 min | 60-90 min |
Participantsdifferent | 2-6 | 4-10 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Problem Cluster, Prioritized Challenge, Experiment | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | FacilitationDecisionProblem solvingWorkshop | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |