View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Alignment Mapping |  Operations ALPEN Method |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | 1-2 h | 10-20 min daily | 1-2 h Setup, laufend | 60-90 min |
Participantsdifferent | 4-12 | 1 | 1 | 3-6 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Daily Plan, Time Estimates, Review Notes | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | PlanningTime managementProductivityOperations | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance |