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| Criterion |  Business Strategy Strategy Map |  Operations Pomodoro Technique |  Facilitation Expectation Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 25 min Zyklen | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 4-10 | 1 | 3-12 | 1 |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Focus Sessions, Task Progress, Interruption Notes | Expectation Map, Alignment Notes, Agreements | Action Lists, Project List, Review Routine |
Tagsno overlap | AlignmentExecutionGoalsCausality | FocusTime managementProductivityExecution | AlignmentStakeholdersTeam | ProductivityPlanningTasksExecution |