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| Criterion |  Facilitation Alignment Mapping |  Operations Getting Things Done |  Operations Ivy Lee Method |  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 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-2 h Setup, laufend | 5-10 min daily | 60-90 min |
Participantsdifferent | 4-12 | 1 | 1 | 3-6 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine | Daily Priority List, Completion Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution | PrioritizationProductivityExecution | StakeholdersFacilitationAlignmentGovernance |