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| Criterion |  Product Discovery Working Backwards |  Operations Process 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | 1-3 h | 1-2 h | 60-90 min |
Participantsdifferent | 2-6 | 3-10 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Process Map, Handoff List, Improvement Backlog | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | ProcessOperationsImprovement | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |