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| Criterion |  Product Discovery Working Backwards |  Facilitation Stakeholder Mapping |  Facilitation Storytelling |  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 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. | 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 | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 60–90 min | 45-120 min | 60-90 min |
Participantsdifferent | 2-6 | 2-8 | 1-6 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Stakeholder Map, Engagement Plan, Risk Notes | Narrative Outline, Key Message, Story Arc | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | StakeholdersAlignmentFacilitationChange | CommunicationNarrativeStakeholdersFacilitation | StakeholdersFacilitationAlignmentGovernance |