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| Criterion |  Product Discovery Working Backwards |  Facilitation Expectation Mapping |  Facilitation Stakeholder 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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 | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 60–90 min | 60-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tags1 shared | VisionNarrativeAlignment | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |