View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Strategy Map |  Facilitation Expectation Mapping |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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. | 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 | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 1 | 1 |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Expectation Map, Alignment Notes, Agreements | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | AlignmentExecutionGoalsCausality | AlignmentStakeholdersTeam | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |