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| Criterion |  Operations Getting Things Done |  Facilitation Alignment Mapping |  Delivery Communication Plan |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 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 | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 1 | 4-12 | 2-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Alignment Map, Open Issues, Decision Questions | Communication Plan, Channel Matrix, Message Cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | AlignmentStakeholdersStrategyFacilitation | CommunicationStakeholdersDeliveryPlanning | StakeholdersAlignmentFacilitationChange |