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| Criterion |  Operations Weekly Review |  Business Strategy Strategy Map |  Facilitation Alignment 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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | 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 | 2-4 h workshop plus review | 1-2 h | 30-60 min |
Participantsdifferent | 1 | 4-10 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | ProductivityExecutionPlanning | AlignmentExecutionGoalsCausality | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning |