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| Criterion |  Facilitation Timeline |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-2 h Setup, laufend | 60-90 min | 1-2 h |
Participantsdifferent | 2-12 | 1 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | TimelineFacilitationSequence | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |