View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Getting Things Done |  Operations Weekly Review |  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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h Setup, laufend | 30-60 min | 1-2 h | 60-90 min |
Participantsdifferent | 1 | 1 | 4-12 | 3-6 |
Formatdifferent | Async | Async | Workshop | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |