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| Criterion |  Facilitation Expectation Mapping |  Operations Weekly Review |  Facilitation Stakeholder Salience Model |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 30-60 min | 60-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-12 | 1 | 3-6 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Updated Task System, Weekly Focus, Next Actions | Salience Diagram, Strategy per Class | Action Lists, Project List, Review Routine |
Tagsno overlap | AlignmentStakeholdersTeam | ProductivityExecutionPlanning | StakeholdersFacilitationAlignmentGovernance | ProductivityPlanningTasksExecution |