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| Criterion |  Facilitation Power Interest Grid |  Operations Weekly Review |  Facilitation Alignment Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Medium | Medium |
Timedifferent | 30-60 min | 30-60 min | 1-2 h | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | 1 | 4-12 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution |