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| Criterion |  Product Strategy Impact Mapping |  Operations Weekly Review |  Facilitation Stakeholder Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 60–90 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1 | 2-8 | 1 |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Updated Task System, Weekly Focus, Next Actions | Stakeholder Map, Engagement Plan, Risk Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityExecutionPlanning | StakeholdersAlignmentFacilitationChange | ProductivityPlanningTasksExecution |