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| Criterion |  Operations Bottleneck Analysis |  Operations Ivy Lee Method |  Facilitation Dot Voting |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 5-10 min daily | 5-15 min | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 1 | 3-20 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Daily Priority List, Completion Notes | Ranked list, Consensus signal, Shortlist | Action Lists, Project List, Review Routine |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationProductivityExecution | FacilitationVotingConsensusPrioritization | ProductivityPlanningTasksExecution |