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| Criterion |  Innovation Crazy 8s |  Operations Weekly Review |  Operations Getting Things Done |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 8-15 min | 30-60 min | 1-2 h Setup, laufend | 15-90 min daily |
Participantsdifferent | 1-10 | 1 | 1 | 1 |
Formatdifferent | Workshop | Async | Async | Async |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution |