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| Criterion |  Product Discovery Working Backwards |  Facilitation Power Interest Grid |  Delivery Communication Plan |  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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentGovernance |