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| Criterion |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |  Delivery RAID Log |  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 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | 60-90 min | 30 min Setup, dann laufend | 60–90 min |
Participantsdifferent | 1 | 3-6 | 1-3 maintaining, briefing for everyone | 2-8 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class | RAID Log, Status Report Source | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance | RiskTrackingStakeholdersGovernance | StakeholdersAlignmentFacilitationChange |