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| Criterion |  Product Discovery Working Backwards |  Operations Process Mapping |  Facilitation Stakeholder Mapping |  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. | 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 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 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 | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 60–90 min | 45-120 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Process Map, Handoff List, Improvement Backlog | Stakeholder Map, Engagement Plan, Risk Notes | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | VisionNarrativeAlignment | ProcessOperationsImprovement | StakeholdersAlignmentFacilitationChange | CommunicationNarrativeStakeholdersFacilitation |