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| Criterion |  Operations After-Action Review |  Operations Getting Things Done |  Decision Making Decision Tree |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 1-2 h Setup, laufend | 30-90 min | 15-90 min daily |
Participantsdifferent | 3-12 | 1 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Action Lists, Project List, Review Routine | Decision Tree, Option Map, Assumption List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LearningOperationsImprovement | ProductivityPlanningTasksExecution | DecisionTreeOptions | PrioritizationProductivityFocusExecution |