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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Concept Mapping |  Decision Making Eisenhower Matrix |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 1-2 h | 15-30 min | 30-60 min |
Participantsdifferent | 3-8 | 1-8 | 1-6 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Concept Map, Relationship Labels, Knowledge Gaps | Eisenhower Matrix, Action List, Delegation Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FlowMeasurementConstraints | KnowledgeConceptsMappingSensemaking | PrioritizationFocusTasks | PrioritizationQualityFocusRoot cause |