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| Criterion |  Operations Getting Things Done |  Operations ALPEN Method |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 10-20 min daily | 60–90 min | 60-90 min |
Participantsdifferent | 1 | 1 | 2-8 | 3-6 |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Daily Plan, Time Estimates, Review Notes | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | ProductivityPlanningTasksExecution | PlanningTime managementProductivityOperations | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |