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| Criterion |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 60-90 min | 1-2 h | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-6 | 4-12 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |