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| Criterion |  Facilitation Expectation Mapping |  Operations Getting Things Done |  Delivery Communication Plan |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 1 | 2-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Action Lists, Project List, Review Routine | Communication Plan, Channel Matrix, Message Cadence | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersTeam | ProductivityPlanningTasksExecution | CommunicationStakeholdersDeliveryPlanning | StakeholdersFacilitationAlignmentPlanning |