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| Criterion |  Operations Getting Things Done |  Facilitation Storytelling |  Facilitation Alignment Mapping |  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 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. | 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 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 | Medium | Low |
Timedifferent | 1-2 h Setup, laufend | 45-120 min | 1-2 h | 60–90 min |
Participantsdifferent | 1 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Narrative Outline, Key Message, Story Arc | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProductivityPlanningTasksExecution | CommunicationNarrativeStakeholdersFacilitation | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |