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| Criterion |  Product Discovery Working Backwards |  Operations DMAIC |  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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | High | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-12 Wochen | 60-90 min | 45-120 min |
Participantsdifferent | 2-6 | 3-10 | 3-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementQualityProcess improvement | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation |