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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Rights Mapping |  Facilitation Alignment 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. | 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 90-180 min | 1-2 h | 60-90 min |
Participantsdifferent | 2-6 | 4-12 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tags1 shared | VisionNarrativeAlignment | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |