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| Criterion |  Operations Change Analysis |  Delivery Communication Plan |  Delivery Shape Up |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | Shape Up helps clarify scope, sequence, and delivery flow. It makes work boundaries and decisions explicit and captures results as pitches, bet-table decisions, and hill charts. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 6 Wochen Cycle + 2 Wochen Cool-Down | 60–90 min |
Participantsdifferent | 2-6 | 2-6 | 2-4 pro Pitch | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Communication Plan, Channel Matrix, Message Cadence | Pitches, Bet-table decisions, Hill charts, Cooldown outcomes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | CommunicationStakeholdersDeliveryPlanning | PlanningDeliveryAutonomy | StakeholdersAlignmentFacilitationChange |