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| Criterion |  Product Discovery Working Backwards |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |  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. | 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 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 | 45-120 min | 1-2 h |
Participantsdifferent | 2-6 | 3-6 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation | AlignmentStakeholdersStrategyFacilitation |