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| Criterion |  Operations Getting Things Done |  Facilitation Expectation Mapping |  Facilitation Stakeholder Mapping |  Operations Weekly Review |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 45-90 min | 60–90 min | 30-60 min |
Participantsdifferent | 1 | 3-12 | 2-8 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Action Lists, Project List, Review Routine | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | ProductivityPlanningTasksExecution | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange | ProductivityExecutionPlanning |