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| Criterion |  Operations Weekly Review |  Operations Getting Things Done |  Facilitation Stakeholder Mapping |  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. | 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 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 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 | Low | Low |
Timedifferent | 30-60 min | 1-2 h Setup, laufend | 60–90 min | 30-60 min |
Participantsdifferent | 1 | 1 | 2-8 | 2-8 |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |