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| Criterion |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 60-90 min | 30-60 min |
Participantsdifferent | 3-8 | 1 | 3-6 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance | ProductivityExecutionPlanning |