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| Criterion |  Operations Weekly Review |  Facilitation Stakeholder Mapping |  Facilitation Consensus Workshop |  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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 60–90 min | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 2-8 | 5-30 | 1 |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Stakeholder Map, Engagement Plan, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | StakeholdersAlignmentFacilitationChange | FacilitationConsensusWorkshopAlignment | ProductivityPlanningTasksExecution |