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| Criterion |  Operations Getting Things Done |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |  Facilitation Storytelling |
|---|---|---|---|---|
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 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 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 insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 60–90 min | 45-90 min | 45-120 min |
Participantsdifferent | 1 | 2-8 | 2-6 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation |