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| Criterion |  Operations Weekly Review |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
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 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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 60–90 min | 1-2 h | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 2-8 | 4-12 | 1 |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution |