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| Criterion |  Operations Getting Things Done |  Business Strategy Strategy Map |  Facilitation Alignment 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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup, laufend | 2-4 h workshop plus review | 1-2 h | 60-90 min |
Participantsdifferent | 1 | 4-10 | 4-12 | 3-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Strategy Map, Objective Set, Cause-Effect Hypotheses | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | ProductivityPlanningTasksExecution | AlignmentExecutionGoalsCausality | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |