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| Criterion |  Operations Ivy Lee Method |  Facilitation Expectation Mapping |  Facilitation Power Interest Grid |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Low | Low | Medium |
Timedifferent | 5-10 min daily | 45-90 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-12 | 2-8 | 1 |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Daily Priority List, Completion Notes | Expectation Map, Alignment Notes, Agreements | Power Interest Grid, Strategy per Stakeholder | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationProductivityExecution | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentPlanning | ProductivityPlanningTasksExecution |