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| Criterion |  Product Discovery Working Backwards |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 20–45 min | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | Small cross-functional group | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | StakeholdersFacilitationAlignmentGovernance |