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| Criterion |  Decision Making Constraint Analysis |  Knowledge Modeling Feynman Technique |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-90 min | 20-60 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 2-8 | 1 | 1 | 1 |
Formatdifferent | Workshop + async | Async | Async | Async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Plain-language Explanation, Knowledge Gaps, Study Notes | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LearningKnowledgeUnderstanding | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |