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| Criterion |  Product Discovery Working Backwards |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 60-90 min | 90-180 min | 1-2 h |
Participantsdifferent | 2-6 | 3-6 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |