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| Criterion |  Operations Time Blocking |  Facilitation Storytelling |  Facilitation Stakeholder Mapping |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min Planung, laufend | 45-120 min | 60–90 min | 45-90 min |
Participantsdifferent | 1 | 1-6 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | PlanningTime managementFocus | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange | CommunicationStakeholdersDeliveryPlanning |