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| Criterion |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Operations Getting Things Done |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 1-2 h Setup, laufend | 60–90 min |
Participantsdifferent | 2-8 | 4-12 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange |