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| Criterion |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Operations Getting Things Done |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | 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 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 | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 1-2 h Setup, laufend | 60–90 min |
Participantsdifferent | 3-12 | 2-8 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange |