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| Criterion |  Operations Weekly Review |  Facilitation Alignment Mapping |  Operations Getting Things Done |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-2 h | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 1 | 4-12 | 1 | 2-8 |
Formatdifferent | Async | Workshop | Async | Workshop |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentPlanning |